Amazon S3€¦ · Web viewThe outcome of the general revaluation indicates at this stage an...

Proposed Budget

Table of Contents

Mayor’s Introduction.................................................................................................................1Executive summary..................................................................................................................3

Budget Reports........................................................................................................................51 Link to the Council Plan....................................................................................................7

2 Services and service performance indicators...................................................................93 Financial statements.......................................................................................................29

4 Financial performance indicators....................................................................................375 Other budget information (required by the Regulations).................................................39

6 Detailed list of Capital Works..........................................................................................427 Rates and charges..........................................................................................................59

Budget Analysis.....................................................................................................................638 Summary of financial position.........................................................................................64

9 Budget influences...........................................................................................................7010 Analysis of operating budget.......................................................................................73

11 Analysis of budgeted cash position.............................................................................7912 Analysis of capital budget............................................................................................82

13 Analysis of budgeted financial position.......................................................................86Long Term Strategies.............................................................................................................88

14 Strategic resource plan...............................................................................................8915 Rating information.......................................................................................................91

16 Summary of other strategies.......................................................................................94Appendix A.............................................................................................................................97

Appendix B...........................................................................................................................124

Yarra City Council - Proposed Budget 2016/17 Table of Contents

Proposed Budget

Mayor’s Introduction

On behalf of Council, it is my pleasure to present Yarra City Council’s proposed budget for 2016/17 and invite community comment.

As with previous years Council’s aim has been to deliver a financially responsible and balanced budget that not only invests appropriately in new and existing community infrastructure but also continues to provide hundreds of vital services that are essential to our community health and wellbeing and the amenity of Yarra.

During the 2016/17 financial year, we plan to open a new library and community centre in North Fitzroy. We will also significantly improve playgrounds in Abbottsford, Clifton Hill and North Fitzroy, and upgrade the much-loved Fitzroy Swimming Pool and Richmond Recreation Centre.

We’ll also continue to implement our comprehensive Local Area Traffic Management program, in parts of Collingwood and Fitzroy.

We are proposing a general rate increase of 2.5 per cent (in line with the State Government cap on rate increases) along with a modest increase in most fees and charges. To help reduce the impact on pensioners, Council has also increased its pensioner rebate by 2.9% (from $170 to $175), which they receive in addition to the Victorian Government rebate.

We have elected not to apply for an exemption from the cap on rate increases. Instead we have reprioritised our capital works program and identified a range of operational savings to ensure that we can continue to provide the high level of service that our community expects. We are also actively exploring ways to collaborate with other agencies and tiers of government.

It is important that you know there are a number of external factors impacting on the Proposed Budget. These include: the 2.5 per cent rate cap imposed by the State Government; the requirement to collect some State Government charges, such as the Fire Services Property Levy; and increased waste management costs, including a further rise in the State Government’s Landfill Levy.

With these external factors, and the increasing demands on services and infrastructure, this a challenging period for Council, but we also see it as an era of opportunity and innovation.

This budget reflects our commitment to doing more with less, and I’m very happy – as I hope you will be – with everything we have in store for the new financial year. I’ve summarised some of the highlights below.

Budget at a glance $171 million total operating expenditure budget.

$2 million for new capital projects and other new initiatives.

$2 million for community grants.

2.5 per cent increase in general rates, in line with the State Government’s Fair Go Rates System, which introduces a rate cap for all Victorian Councils (refer to the Executive Summary for more information).

2.9 per cent increase in the rate rebate for pensioners (from $170 to $175 per annum).

Capital works highlightsWe have allocated $41.6 million in capital works expenditure, including:

$10.18 million for upgrades to roads, paths, drains and gutters.

$8.1 million for open spaces.

$5 million to complete the North Fitzroy Library and Community Hub building, which is expected to open to the public in early 2017.

$880,000 for Richmond Recreation Centre redevelopment works.

$700,000 for upgrades at Fitzroy Swimming Pool, including the spa area.

$234,000 to implement Local Area Traffic Management works to improve the road network in parts of Collingwood and Fitzroy.

Yarra City Council - Proposed Budget 2016/17 1

Proposed Budget

$220,000 to progress the proposed Wellington Street Copenhagen Bicycle Lane (Gipps Street to Johnston Street) in Collingwood.

New and major initiatives $142,434 for Communities that Care – a capacity building program that contributes to the

healthy development of children and young people.

$40,000 for the Yarra Public Art Program.

I’d like to finish by acknowledging all who have taken an interest in the services and facilities that Council provides. Your feedback has directly informed the development of our Proposed Budget and I thank you sincerely for your passion and commitment to the Yarra community.

Cr Roberto Colanzi Mayor


Proposed Budget

Executive summary

Council has prepared a Budget for 2016/17 which is aligned to the vision in the Council Plan 2013/17. It seeks to maintain and improve services and infrastructure as well as deliver projects and services that are valued by our community, and do this within the rate increase mandated by the State Government.

This Budget projects a surplus of $5.05m for 2016/17, however, it should be noted that the adjusted underlying result is a surplus of $0.57m after adjusting for capital grants and contributions (refer Section 10.1). Any surplus provides the necessary cash resources to fund Council’s significant capital works program for 2016/17.

1. Key things we are funding

1) Ongoing delivery of services to the Yarra City community funded by a budget of $171.1m. These services are summarised in Section 2.1.

2) Continued investment in new Infrastructure assets ($35.7m) primarily for renewal works but includes new asset acquisition and development. This includes roads ($8m); bridges ($0.1m); footpaths and bicycle paths ($0.9m); recreational, leisure and community facilities ($11.9m); parks, open space and streetscapes ($7.1m); information systems ($3.1m) and transport management ($0.5m). The Statement of Capital Works can be found in Section 3 and further details on the capital works budget can be found in Sections 6 and 12.

Strategic Objective 1: Celebrating Yarra’s uniqueness3) Additional funding for the Yarra Community Arts program and continued funding for major

events held including New Year’s Eve and Australia Day celebrations is part of our unique environment. Continued support of the City Strategy business unit and planning scheme review and development will also be provided.

Strategic Objective 2: Supporting Yarra’s community4) The construction of the North Fitzroy Library and Community Hub is a key project which will

provide access to a quality facility for Yarra’s community. Continued high level services in leisure, aged care and library services support our community which will also be complimented by the Middle Years Strategy process.

Strategic Objective 3: Making Yarra more liveable5) Parking and Compliance are an important focus as are controls around construction and

development. Continued development of open space is key priority and traffic flow and management are always important.

Strategic Objective 4: Ensuring a sustainable Yarra6) Sustainability and Strategic transport along with City Works and waste services form a major

component of Council’s budget. These activities support Council’s current and future sustainability direction.

Strategic Objective 5: Leading local government7) Risk and Audit advisory services along with Innovation are core to our operations.

Management leadership, guidance and advice ensures proper representation on behalf of the community in resource allocation identifying the required services and efficiencies required.

2. The Rate Rise The average rate will rise by 2.5% in line with the order by the Minister for Local Government

on 14 December 2015 under the Fair Go Rates System. Key drivers

o To fund ongoing service delivery – business as usual (balanced with greater service demands from residents)

o To fund renewal of infrastructure and community assets


Proposed Budget

o To cope with growth in the population of Victorian residents (2.2% in the last year)o To cope with cost shifting from the State Governmento To cope with a reduction in funding from the Commonwealth Government via the

Victoria Grants Commission caused by their freezing of indexation of the grant

This will be a revaluation year. During the 2015/16 year, a revaluation of all properties within the municipality was carried out and will apply from 1 January 2016 for the 2016/17 year. The outcome of the general revaluation indicates at this stage an increase in property valuations throughout the municipality. In aggregate, total rates and charges will increase by 4.2% compared with 2015/16 which includes supplementary rate income. This will be achieved by reducing the rate in the dollar to offset the estimated 17% increase in property valuations across the municipal district following the general revaluation.

The increased cost of waste collection, recycling and disposal. Note that for every $100 in taxes paid by Victorian residents, rates make up approximately

$3.50. The other $96.50 goes to the State and Federal Governments.4

Refer Section 7 for further Rates and Charges details.

3. Key Statistics

Total Revenue : $176.2M (2015/16 = $169.9M)

Total Expenditure : $171.1M (2015/16 = $160.4M)

Accounting Result: $5.05M Surplus (2015/16 = $9.5M Surplus)

(Refer Income Statement in Section 3)(The surplus provides the necessary cash resources to fund Council’s significant capital works program for 2016/17)(Note: Based on total income of $176.2M which includes capital grants and contributions)

Underlying operating result: Surplus of $0.57M (2015/16 = Surplus of $4.9M)(Refer Analysis of operating Budget in Section 10.1)(Note: Underlying operating result is an important measure of financial sustainability as it excludes income which is to be used for capital, from being allocated to cover operating expenses)

Cash result: $6.62M Surplus (2015/16 = $1.9M Surplus)

(Refer Statement of Cash Flows in Section 3)This is the net funding result after considering the funding requirements to meet loan principal repayments and the reserve transfers.

Total New Capital Works Program of $35.7Mo $12.8M from Council operations (rates funded)o $13.5M from borrowingso $1.3M from external grants o $8.1M from contributions

4. Budget Influences

External InfluencesThe preparation of the budget is influenced by the following external factors:

The Victorian State Government has introduced a cap on rate increases from 2016/17. The cap for 2016/17 has been set at 2.5%.

State-wide CPI is forecast to be 2.5% for the 2016/17 year.

The Victorian Wage Price Index is projected to be 3.25% in 2016/17.

Council must renegotiate a new Collective Agreement during the 2016/17 year for commencement on 1 July 2017.


Proposed Budget

Reduction of $0.045 million in Victoria Grants Commission funding compared to the prior year.

Receipt of capital works funding of $0.6 million for the Black spot and Roads to Recovery projects

Ongoing cost shifting. This occurs where Local Government provides a service to the community on behalf of the State and Federal Government. Over time the funds received by local governments do not increase in line with real cost increases.

Councils across Australia raise approximately 3.5% of the total taxation collected by all levels of Government in Australia. In addition Councils are entrusted with the maintenance of more than 30% of the all Australian public assets including roads, bridges, parks, footpaths and public buildings. This means that a large proportion of Council’s income must be allocated to the maintenance and replacement of these valuable public assets in order to ensure the quality of public infrastructure is maintained at satisfactory levels.

The Fire Services Property Levy will continue to be collected by Council on behalf of the State Government with the introduction of the Fire Services Property Levy Act 2012.

Internal InfluencesAs well as external influences, there are also a number of internal influences which are expected to have a significant impact on the preparation of the 2016/17 Budget. These matters have arisen from events occurring in the 2015/16 year resulting in variances between the forecast actual and budgeted results for that year and matters expected to arise in the 2016/17 year. These matters and their financial impact are set out below:

Additional legal fees and settlement costs which arose during the year including attending and representing VCAT appeals, contract dispute litigation and risk management mitigation.

Higher than expected wage increases which resulted from progression through bands and also planned strategies in Construction Management activities to increase enforcement and compliance which generated additional income (A new Enterprise Agreement will be negotiated during 2016/17 applicable 1 July 2017).

5. Cost Shifting

Cost shifting occurs when Commonwealth and State programs transfer responsibilities to local government with insufficient funding or grants which don’t keep pace with delivery costs.

There has been a freeze on indexation of federal financial assistance grants announced by the Commonwealth in 2014/15 applicable for 3 years; Planning fees set by the State Government have been static for a number of years and the cost of services and demand for services has increased; The state government landfill levy has also increased considerably over many years and additional levies have been introduced (congestion levy, animal registration levy); Specific services provided by Council include Home and Community care, Library Services, Maternal and Child Health and School Crossing Supervision have all experienced increased costs and a reduced subsidy also causing a shift in cost to Council.


Proposed Budget

Budget Reports

The following reports include all statutory disclosures of information and are supported by the analysis contained in sections 8 to 15 of this report.

This section includes the following reports and statements in accordance with the Local Government Act 1989 and the Local Government Model Financial Report.

1 Links to Council Plan2 Services and service indicators3 Financial statements4 Financial performance indicators5 Grants and borrowings6 Detailed list of capital works7 Rates and charges


Proposed Budget

1 Link to the Council Plan

This section describes how the Annual Budget links to the achievement of the Council Plan within an overall planning and reporting framework. This framework guides the Council in identifying community needs and aspirations over the long term (Vision), medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable (Annual Report).

Planning and accountability framework

The Strategic Resource Plan, part of and prepared in conjunction with the Council Plan, is a rolling four year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic objectives described in the Council Plan. The Annual Budget is framed within the Strategic Resource Plan, taking into account the services and initiatives which contribute to achieving the strategic objectives specified in the Council Plan. The diagram below depicts the planning and accountability framework that applies to local government in Victoria.

Source: Department of Environment, Land, Water and Planning (formerly Department of Transport, Planning and Local Infrastructure)

The timing of each component of the planning framework is critical to the successful achievement of the planned outcomes. The Council Plan, including the Strategic Resource Plan, is required to be completed by 30 June following a general election and is reviewed each year in advance of the commencement of the Annual Budget process.

A review of the Council Plan 2013-17 has been undertaken this year, in accordance with the Act.


Proposed Budget

Our Values

We aim to achieve the greatest outcomes for the community through delivering our Council Plan and working with, and for, all in Yarra. Our values guide our conduct and working relationships with colleagues and the community.

INTEGRITYHonesty. Fairness. Transparency.We communicate clearly and apply policies and procedures with discretion, judgement and sensitivity for equitable outcomes.

ACCOUNTABILITYOwnership. Leadership. InitiativeWe take responsibility for our actions and welcome feedback. We follow through on obligations and commitments promptly, and willingly achieve agreed goals and standards.

TEAMWORKSupport. Collaboration. Encouragement.We acknowledge we are one organisation in which every person plays and important role. We build positive working relationships across all teams and groups and in our interactions with the wider community. We engage our colleagues, value their experiences and share our resources.

RESPECTUnderstanding. Empathy. Courtesy.We celebrate diversity and value different opinions, views and working styles. We seek to understand expectations and differing needs then respond appropriately.

INNOVATIONLead. Learn. Improve.We tackle challenges and try new things. We strive for a learning culture. We embrace change and are not hampered by fear. We learn from our actions and experiences. We seek and provide feedback. We further develop our knowledge and skills.

SUSTAINABILITYEnvironmental. Economic. Social. Cultural.Our long-term vision guides our investment in the future to promote the health and resilience of our organisation and our community.

Strategic objectives

Council delivers services and initiatives across twenty-two Branches. Each contributes to the achievement of one of the five Strategic Objectives as set out in the Council Plan for the years 2013-17. The following table lists the five Strategic Objectives as described in the Council Plan.

Strategic Objective Description

Celebrating Yarra’s uniqueness

Yarra is unique. A community different to the other 78 Victorian municipalities. There is a long history and deep identity that matter to people living, moving or visiting Yarra. Our decisions and priorities must respect this.

Supporting Yarra's community

There are strong community values that drive Council services and activity, as well as the representations to State and Federal Governments on community needs and views.

Making Yarra more liveable

Yarra is experiencing rapid change. Many feel this change is too fast. Growth and development need to add to what is valued in Yarra not detract from it. Consideration is needed for how the City’s growth can be consistent with local values and amenities.

Ensuring a sustainable Yarra

Council has made significant inroads into reducing Council’s environmental ‘footprint’. We need to continue this as well as working to reduce the community’s ‘footprint’ through advocacy and partnerships.

Leading local government

There has been a significant improvement in Council’s fiscal management and customer responsiveness over the last few years. Our new focus is on how to ensure services meet changing community need and preferences, and emphasising efficiency and effectiveness in these services.


Proposed Budget

2 Services and service performance indicators

This section provides a description of the services and initiatives to be funded in the Budget for the 2016/17 year and how these will contribute to achieving the strategic objectives outlined in the Council Plan. It also describes a number of major initiatives, initiatives and service performance outcome indicators for key areas of Council’s operations. Council is required by legislation to identify major initiatives, initiatives and service performance outcome indicators in the Budget and report against them in their Annual Report to support transparency and accountability. The relationship between these accountability requirements in the Council Plan, the Budget and the Annual Report is shown below.

Source: Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure)

Services for which there are prescribed performance indicators to be reported on in accordance with the Regulations are shown in bold and underlined in the following sections.


Proposed Budget

Strategic Objective 1: Celebrating Yarra’s uniqueness

Identity is a passionate and recurring theme throughout Yarra. This is about our community diversity, our history and our sense of place – be it our street, neighbourhood, suburb or municipality.

An ongoing focus for Council is how to keep a sense of history and place, as reflected by streetscapes, shops and houses, as well as how to pay tribute to the lived history, connecting with the stories and experiences of those who came before us and shaped the character of Yarra.

To achieve our objective of Celebrating Yarra’s uniqueness, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below.

Services

Service area Description of services providedExpenditure

(Revenue)Net Cost

$'000Arts, Culture and Venues

Arts, Culture and Venues comprises two business units: Arts and Cultural Services, and Venues and Events. It is responsible for producing and commissioning of works; facilitating projects between external stakeholders and advocacy and managing the use of Council’s civic and community buildings, as well our parks and open spaces.

Key services: Venues bookings Service delivery for the operation of three civic

buildings and community spaces. Events permits Parks and open spaces bookings Arts development Community arts Festivals and events Art and heritage collections Public Art Room to Create (creative spaces support)

program

3,148-685

2,463

City Strategy City Strategy provides strategic research, planning policy and urban design advice on sustainable land use and development in the municipality through policy development, strategic plans and the development of appropriate planning controls through the Yarra Planning Scheme.

The Branch is responsible for Economic Development developing programs to support Yarra’s economy and promoting local businesses and key retail precincts. It also responsible for Urban Design providing designs for improving the quality of the public domain in Yarra’s activity centres and undertaking design projects for key public spaces in the municipality.

The Social Policy Unit has responsibility for managing the organisation’s response to Community Safety, Health planning including Alcohol and Other Drug Issues, policy and research and the night time economy.

3,912-272

3,640


Proposed Budget

Key Services: Monitoring and reviewing the Yarra Planning

Scheme Preparing and assessing Planning Scheme

Amendments Undertaking strategic research, plans and

policies Improving the public realm in activity centres and

key public spaces Preparing urban design frameworks and master

plans Providing advice, support and services to local

businesses Undertake social research Undertaking tourism and marketing programs

Major Initiatives

1) Yarra Public Art Program – $40,000

Funding is being allocated to deliver a rotating public art program for three sites in the City of Yarra: the Public Art Billboard site at the corner of Otter and Smith Street in Collingwood, the Light Box Program at Carlton Library and the Projection site at Victoria Park.

Initiatives

2) Yarra Room to Create Charitable Fund – $25,000The Yarra Room to Create Charitable Fund supports arts organisations with infrastructure related expenses. This contribution will help build the fund and enable more grants to be made. In 2016 Council granted $10,000 in total to five worthy organisations.

3) Live Music Venues Grants – $25,000

Council will contribute a further $25,000 to support live music venues operating in Yarra deal with noise and amenity related issues.

Service Performance Outcome Indicators

Service Indicator Performance Measure Computation

Economic Development

Economic activity

Change in number of businesses(Percentage change in the number of businesses with an ABN in the municipality)

[Number of businesses with an ABN in the municipality at the end of the financial year less the number of businesses at the start of the financial year / Number of businesses with an ABN in the municipality at the start of the financial year] x100


Proposed Budget

Strategic Objective 2: Supporting Yarra’s community

Yarra is a great place to live, to raise families, with access to a wide range of services, support and facilities, and is home to a diverse community.

Council provides many local human services and facilities important to the community’s health and wellbeing. This includes ensuring early childhood health, education and development, providing support and opportunities for younger adults, ensuring access and inclusion for people with disabilities, supporting positive ageing, as well as assisting older residents and people with disabilities to remain in their homes. Sports, recreation facilities and infrastructure encouraging active lifestyles are also important to local wellbeing as are thriving local businesses offering jobs and services.

To achieve our objective of Supporting Yarra’s community, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below.

Services


(Revenue)Net Cost

$'000Family, Youth and Children’s Services

The Family, Youth and Children’s Services Branch provides direct services for children, young people and their families and is also responsible for municipal wide planning for children and young people. The Branch is structured into five service units: Children’s Services, Family Services, Youth and Middle Years Services, Connie Benn Centre and Service Planning and Development.

Key services: Education and Care / Children’s Services Maternal & Child Health Family Support Youth & Middle Years

16,258-8,3697,889

Aged and Disability Services

The Aged and Disability Services Branch provides a range of services to assist older adults and people with disabilities to live independently in their homes in partnership with the State and Federal Government. The services include home care, personal care, home maintenance, meals and social support to older people, younger people with disability and their carers.

The Branch carries out community development and strategic planning roles to support the inclusion of older adults and people with disability in community life, including resourcing Council’s Disability Advisory Committee and the Active Ageing Advisory Group.

Key Services:

Delivering community care services Community Development Support for Older Persons Groups TRAAC Program Disability, Access & Inclusion

7,588-4,1843,403


Proposed Budget


(Revenue)Net Cost

$'000 Metro Access Community Transport Contract Management

Library Services Yarra Libraries develops and maintains integrated, coordinated Library Services comprised of accessible and responsive practices that are connected to, and informed by our community and are delivered by professional staff working within a supportive learning culture.

Key Services: Free core public library services Authoritative, accessible information services Collections and services to support individual and

collective quality of life Development and delivery of activities and

events to support reader development and social inclusion

Quality service which we develop and evaluate to pursue excellence

Places and spaces for the community to come together – both real and virtual.

5,199-619

4,580

Leisure Services Leisure Services operates three major leisure and aquatic facilities, a public golf course and a community gymnasium and provides a range of high quality facilities and programs that encourage participation from a broad cross section of the community. Our service manages and provides diverse recreational and leisure opportunities that have a positive impact on the community's wellbeing, whilst maintaining facilities that are safe, clean and fit-for-purpose.

Key Services: Collingwood Leisure Centre Richmond Recreation Centre Fitzroy Swimming Pool Burnley Golf Course

9,632-10,026

-394

Major Initiatives

1) North Fitzroy Library and Community Hub - $5,452,951 ($4,970,000 construction, $180,000 collection, $302,951 staffing)

Construction of the new North Fitzroy Community Hub is council’s premier project in 2016/17.The Hub will feature a Library, Maternal and Child Health Centre and spaces for multicultural groups and community meetings.

Works will be completed this year. Operations are due to commence from the facility in early 2017. Additional collection stock and staffing is required for the new facility.


Proposed Budget

Initiatives

2) Middle Years Strategy : Communities the Care project - $142,434

Council is providing funding to support Communities That Care (CTC) which is an evidence-based process aimed at building capacity within communities to improve the healthy development of children and young people.



Home and Community Care

Participation Participation in HACC service(Percentage of the municipal target population who receive a HACC service)

[Number of people that received a HACC service / Municipal target population for HACC services] x100

Participation in HACC service by CALD people(Percentage of the municipal target population in relation to CALD people who receive a HACC service)

[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

Maternal and Child Health

Participation Participation in the MCH service(Percentage of children enrolled who participate in the MCH service)

[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation in MCH service by Aboriginal children(Percentage of Aboriginal children enrolled who participate in the MCH service)

[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100


Proposed Budget

Strategic Objective 3: Making Yarra more liveable

Maintaining Yarra’s valued qualities whilst the City continues to grow – both in residents, workers and visitors – will occupy more of our attention. Mediating conflicting needs and competition for space – parking, travel, recreation, social, environmental needs – will require considered community engagement and creative innovative solutions.

To achieve our objective of Making Yarra more liveable, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below.

Services


(Revenue)Net Cost

$'000Compliance and Parking Services

The Compliance and Parking Services Branch is responsible for a range of statutory enforcement services to maximise the safety, compliance and harmony of the City and for the management of limited parking resources.

Key Services:

Animal Management Local Laws Enforcement School Crossing Management Temporary Liquor Licensing referrals Local Law permits Litter Enforcement Planning Enforcement Health Protection (including Food Safety and

Immunisation) Parking Enforcement Program Processing Parking Infringements Parking Permit Scheme

Prosecutions

19,203-33,708-14,505

Statutory Planning Statutory Planning is responsible for analysing, processing and assessing planning applications to ensure that the use and development of land which gives effect to state and local planning policies, are based on clear procedures, appropriate public participation and coordination with other Branches of Council.

Key Services:

Planning Applications VCAT and Panel Hearings Advice on planning and specialist heritage and

environmental sustainability issues Subdivision compliance

5,117-5,289

-172

Construction Management

The Construction Management Branch is responsible for ensuring that development/works being undertaken in the municipality meet agreed statutory and/or permit

5,104-6,161


Proposed Budget


(Revenue)Net Cost

$'000requirements and that developments have minimum impact on the amenity of residents, businesses and Council infrastructure.

Key services:

Management of Construction Management Plans Issue of Building Permits Permits to address public safety at events Permits to occupy Council land Provide 24/7 emergency call out for building

matters Review and respond to Essential Safety Measure

matters

-1,057

Traffic and Special Projects

The Traffic and Special Projects Branch provides, maintains, improves and manages Yarra’s Infrastructure to enhance a sustainable and liveable environment with a focus on traffic creating an efficient, effective and safe traffic environment.

Key Services:

Traffic Services Local Area Traffic Management Studies (LATMS)

9930

993

Engineering and Asset Management

The Engineering and Asset Management Branch provides policy, strategy, processes and procedures and systems that produce an integrated and multidisciplinary approach to asset management.

The Branch also plans for Council to be an active participant in whole of water cycle management and seek all available opportunities to reduce the reliance on potable water by working with water corporations to achieve cost efficient access to alternative water including, treated, and re-using stormwater, recycled water and rainwater.

Key Services:

Strategic Asset Management Water Management Capital Works planning, development, monitoring

and reporting Road Infrastructure Capital Works Program Assessment of referred development

applications Implementation of Road Management Act

1,759-96

1,663


Proposed Budget


(Revenue)Net Cost

$'000Recreation and Open Space

The Recreation and Open Space branch is responsible for maintaining the publicly owned open spaces within the City of Yarra - areas include parks and gardens. Protection and enhancement of the open space and streetscape network and management of the City's trees.

The branch also manages and provides accessible recreation opportunities, services and facilities and open space.

Key Services:

Open space planning and design Capital works planning and implementation Maintenance of open space, streetscape and

ecological restoration sites Recreation planning, club development and

sports field allocation Capital and infill street tree planting

9,175-271

8,904

Major Initiatives

Capital Expenditure

1) New Parking Technology - $750,000As part of Council’s innovation program, new parking technology is being rolled out to make on street parking more accessible to the public and to encourage efficient turnover/sharing of on road parking spaces.

2) Shared pathway at Coulson Reserve (Stage 2)– $485,000As part of the Yarra Bicycle Strategy, a ramp and path linking Coulson Reserve to Merri Creek path will be constructed. This will reduce the use of two low-lying bridges that are frequently inundated during high rain fall and remove a steep slope from the path.


Proposed Budget

Initiatives

3) Construction of new local park in Abbotsford – $200,000Subject to council approval following community consultation, Council will commence construction of a new local park in south Abbotsford by a partial road closure at Charles and Mollison Streets. Construction will occur over the next two years (2016/17-2017/18). The total project cost is estimated to be $900,000.

4) Installation of sports lights at two soccer fields at Kevin Bartlett Reserve – $180,000Council will install sports lights at two soccer fields in Kevin Bartlett Reserve to ensure that lighting levels are appropriate for sports training. This will increase the capacity for training on these pitches.

5) Yarra Planning Scheme Rewrite – Nil additional budgetCouncil has been working on the rewrite of a new Yarra Planning Scheme. This has included extensive research and consultation using a deliberative engagement process. The project will be concluded this year.

6) Yarra Activity Centre Built Form Analysis and Review - $120,000Council will undertake an analysis of the built form of all Yarra activity centres as the basis for preparing urban design guidelines and planning height controls that can be introduced in to the Yarra Planning Scheme.


Proposed Budget



Statutory Planning

Decision making

Council planning decisions upheld at VCAT(Percentage of planning application decisions subject to review by VCAT and that were upheld in favour of the Council)

[Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Animal Management

Health and safety

Animal management prosecutions(Number of successful animal management prosecutions)

Number of successful animal management prosecutions

Food safety Health and safety

Critical and major non-compliance notifications(Percentage of critical and major non-compliance notifications that are followed up by Council)

[Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non-compliance notifications about food premises] x100

Roads SatisfactionSatisfaction with sealed local roads(Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)

Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads.


Proposed Budget

Strategic Objective 4: Ensuring a sustainable Yarra

Reducing Yarra’s environmental footprint is critical – including a target to become carbon neutral by 2020, reduce waste going to landfill, increase renewable energy use, improve biodiversity, increase local food production, use more locally collected rainwater to reduce storm water run-off and dependency on Melbourne’s water catchments.

In November 2012 Yarra became the first Victorian Council to be certified carbon neutral. This reflects our commitment to reducing the City's environmental footprint – the resources we use to live – such as reducing the use of potable water and energy, as well as reducing waste going to landfill. In 2011 Yarra was named as the Sustainable City of the Year, acknowledging the wide range of programs working to make Yarra more sustainable.

To achieve our objective of Ensuring a sustainable Yarra, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below.

Services

Service areas Description of services providedExpenditure

(Revenue)Net Cost

$'000Sustainability and Strategic Transport

The Sustainability and Strategic Transport Branch focusses on the advocacy and policy areas of sustainability (including environmental, waste minimisation and urban agriculture) and transport. It also delivers cycling infrastructure and project development and sponsorship for energy efficiency upgrades to Council assets and urban agriculture.

Key Services

Reducing Yarra’s greenhouse gas emissions/ energy consumption

Reducing Council’s waste to Landfill Advocating for improved public transport services Improving bicycle infrastructure Supporting/ increasing number of cyclists Delivering road safety projects for cyclists and

pedestrians

Increase Urban Agriculture throughout the municipality

4,2330

4,233

Building Assets The Buildings Assets Branch manages, maintains and develops the Council’s building and land assets in order to maximise their ability to support delivery of services to the community.

Key services

Building Services and Facilities Maintenance Building Projects

5,8820

5,882

City Works The City Works Branch manages and maintains Council’s road and footpath infrastructure, fleet, plant and equipment and oversees the delivery of all waste services and waste minimisation.

Key Services:

20,240-663

19,577


Proposed Budget


(Revenue)Net Cost

$'000 Waste Services Waste Minimisation Street Cleaning Graffiti Management Yarra Roads Services Fleet Management Emergency Management

Major Initiatives

1) Adaptive Assets Program– $750,000

Funding has been allocated to support Council to meet its organisational greenhouse reduction and renewable generation targets as set out in the Yarra Environment Strategy (YES). Projects include retrofitting battery storage at existing solar PV sites.

Initiatives

2) Yarra Energy Foundation - $325,000Council provides funding to the Yarra Energy Foundation to support the delivery of environmental initiatives in the community.

3) Implementation of new Waste Services Contract - $5.7 million per annumCouncil entered into a new Waste Services contract. The service model for waste management services includes:

weekly domestic garbage collection; housing estate refuse collection; community education; weekly domestic recycling collection; litter bin clearance and maintenance; recyclables acceptance and sorting; festivals and events; and, at–call green waste collection.

The implementation and transition for the waste contracts includes a comprehensive communication strategy and development of service specific quality and contract management plans.


Proposed Budget



Waste collection

Waste diversion

Kerbside collection waste diverted from landfill(Percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100


Proposed Budget

Strategic Objective 5: Leading Local Government

A changing and divergent community requires an agile and responsive organisation. To maximise value to our community, the services and facilities they want, it is critical that Council review our services to ensure they are relevant and appropriate.

To achieve our objective of Leading Local Government, we will continue to plan, deliver and improve high quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service performance indicators for each business area are described below.

Services


(Revenue)Net Cost

$'000CEO Office The CEO Office includes the Governance and Support

Office, Office of Mayor and Councillors and the Property Management Unit. It is responsible for a range of professional services to internal and external clients, with an emphasis on governance related issues including compliance, regulation, transparency and probity. It is also responsible for managing Councils property portfolio including leases, licences and management agreements.

Key Services: Council agendas and minutes Freedom of Information Internal ombudsman Mayor and Councillors Office Place naming Property Management Public Registers Records Management Management of Legal Services

7,370-1,4095,962

People, Culture and Community

The People, Culture and Community Branch promotes accountability and enhances competency, effectiveness and wellbeing as a shared responsibility of the organisation and its people and strives to generate a positive and productive work and learning environment.The Community Partnerships Branch leads community development in Yarra to support Council’s strategic objectives through strengthening civic participation, championing social inclusion and cohesion and supporting community groups and organisations.

Key Services: Culture change and the development of the

organisation Performance planning and assessment Employee Relations Workforce planning, recruitment and selection HR administration Occupational Health, Safety and Risk

5,7000

5,700


Proposed Budget


(Revenue)Net Cost

$'000 Equity and Diversity GLBTIQ Working Group Community Centres Neighbourhood Houses Manage Needle and Syringe contract Community Grants Program Aboriginal Partnerships Plan Social Housing and Homelessness Multicultural Affairs Issues arising from illicit drug use

Advocacy and Engagement

The Advocacy and Engagement Branch provides Council with three customer service locations, a telephone call centre, communications, issues and media management, consultation and engagement, strategic advocacy, publications, digital communications including website and social media, and civic events.

Key Services: Customer Service Consultation and engagement Public relations / public affairs Media relations, monitoring and advertising Digital and social media Civic events, festival presence, speeches Major Campaigns Issues Management

4,1320

4,132

Finance The Finance Branch delivers financial accounting, management accounting, revenue management, valuations and payroll services to the organisation. It also develops financial strategies that will ensure the City of Yarra is a viable organisation able to continue provision of quality services into the future.

Key Services: Management Accounting Revenue Management Valuation Services Financial Accounting Payroll

26,615-4,12722,488

Corporate Performance

The Corporate Performance Branch supports Yarra City Council be a ‘leading local government’, ensuring services and projects are strategically aligned, deliver value for money and are accountable to staff, Councillors and the community.

Key Services: Corporate Planning and reporting

8300

830


Proposed Budget


(Revenue)Net Cost

$'000 Service Planning and Service Reviews Project Management Office Community Infrastructure Planning

Risk, Audit and Procurement

The Risk, Audit and Procurement Unit ensures the organisation has policies and procedures in place to manage its risks and engender confidence in our corporate governance. It is responsible for oversight of the organisation’s Internal Audit Program and provides the Secretariat function for Council’s Audit Committee.The Contracts and Procurement Unit is responsible for ensuring that procurement processes are compliant with Council policies and procedures that all legislative requirements imposed on Council are met; and that probity is observed in tendering and purchasing systems.

Key Services: Risk Management Business Continuity Emergency Management Contracts and Procurement Audit Committee Internal Audit program Insurance

2,990-6

2,984

Innovation and Information Services

The Innovation and Information Services Branch offers support to areas undertaking new innovative projects, giving advice on the appropriate tools, barriers and considerations for the situation, strengthening the business case, connecting innovators with possible sponsors, and providing links to others who may have encountered similar issues or problems in their own innovation processes.

The Branch also facilitates the acquisition, maintenance, retirement and usage of all information systems maintained or used by the operations and staff of the City of Yarra including fixed and mobile hardware, installed and cloud sourced software and telecommunications equipment.

Key Services: Business Analysis Support of business applications and process

improvements Provision of Project Management Administration and maintenance of the IS

Infrastructure GIS Administration Project and Process Innovation

6,3240

6,324

Major Initiatives


Proposed Budget

1) Development of Council Plan 2017-21 – Nil additional budget

Council is required to develop a Council plan by 30 June following a general election which will occur on 22 October 2016. The Council Plan is a strategic document, setting out Council’s priorities and direction for a four year period. A cross-organisational team will be established to inform the new Council Plan and work with Councillors on its development.

2) Capital Works Renewal Program

Council provides a significant amount of its budget to renewing its assets to ensure they are safe and fit for purpose.

Roads $8 million

Works involve the renewal of footpaths, kerbs &channel, road re-sheeting and drainage infrastructure. To make road components fit for purpose, safe, and provide reasonable access to the public.

The program includes the following components: $959,000 for kerb and channel $2.414 million for footpaths $2.855 million for road re-sheet program $1.370 million for drainage $402,000 for tree root barriers

Buildings - $6.8 million

Works include making building assets DDA compliant, replacement of mechanical items, renewing of electrical/plumbing infrastructure and renewing roof/wall/floor infrastructure. The aim of this program is to sustain the Services provided at these buildings.Highlights include the following projects at Yarra’s Leisure Centres:

Fitzroy Swimming Pool ($936,000) $120,000 for Male change rooms renovation $103,000 for 20 items of mechanical plant/equipment $700,000 for Male/female change rooms $13,000 for internal painting

Collingwood Leisure Centre ($351,000) $190,000 for Dry side HVAC $16,000 for Reflooring/carpeting $135,000 for 35 items of mechanical plant/equipment $10,000 for internal painting

Richmond Recreation Centre ($1.151 million) $65,000 for Carpeting/regrouting/lino/matting $190,000 for 19 items of mechanical plant/equipment $880,000 Wet side change rooms $16,000 for Internal painting


Proposed Budget

Open Space - $2.93 millionWorks to encourage recreational activities and the use of open space infrastructure. Infrastructure improvements including playground renewals, safer off road pathways, replacement of park furniture and sports courts.

The program includes the following components: $819,000 for playground equipment $958,000 for sporting infrastructure $134,000 for irrigation $275,000 for walls and fences $185,000 for pathways $40,000 for horticulture $125,000 for turf $395,000 for park furniture

Initiatives

3) Free Wi-Fi in libraries - $40,000

Funding is being allocated to enable Council to continue to provide free Wi-Fi in all of its public libraries.



Governance Satisfaction Satisfaction with Council decisions(Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)

Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community


Proposed Budget

Performance Statement

The service performance indicators detailed in the preceding pages will be reported on within the Performance Statement which is prepared at the end of the year as required by section 132 of the Act and included in the 2016/17 Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial performance (outlined in Section 8) and sustainable capacity, which are not included in this budget report. The prescribed performance indicators contained in the Performance Statement are audited each year by the Victorian Auditor General who issues an audit opinion on the Performance Statement. The major initiatives detailed in the preceding pages will be reported in the Annual Report in the form of a statement of progress in the Report of Operations.

Reconciliation with budgeted operating result

Net Cost (Revenue) Expenditure Revenue $’000 $’000 $’000

Celebrating Yarra's Uniqueness 6,103 7,060 -957Supporting Yarra's Community 15,478 38,677 -23,198Making Yarra More Liveable -4,174 41,351 -45,524Ensuring a Sustainable Yarra 29,692 30,355 -663Leading Local Government 48,419 53,960 -5,542Total services and initiatives 95,518 171,403 -75,885Other non-attributable (net) 2,679 Deficit before funding sources 99,197 Funding sources: Rates & charges 101,964 Capital grants 1,281 Total funding sources 103,245 Surplus for the year 5,048


Proposed Budget

3 Financial statements

This section presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the years 2016/17 to 2019/20 has been extracted from the Strategic Resource Plan.

This section includes the following financial statements in accordance with the Local Government Act 1989 and the Local Government Model Financial Report:3.1 Comprehensive Income Statement3.2 Balance Sheet3.3 Statement of Changes in Equity3.4 Statement of Cash Flows3.5 Statement of Capital Works3.6 Statement of Human Resources


Proposed Budget

3.1 Comprehensive Income Statement

For the four years ending 30 June 2020

Forecast Budget Strategic Resource Plan Actual Projections 2015/16 2016/17 2017/18 2018/19 2019/20 $’000 $’000 $’000 $’000 $’000

Income Rates and charges 97,861 101,964 106,939 111,359 115,867Statutory fees and fines 27,385 28,617 29,333 30,066 30,818User fees 23,913 25,574 25,707 26,452 27,220Grants - Operating 9,748 10,975 11,141 11,411 11,686Grants - Capital 1,401 1,281 865 889 914Contributions - monetary 6,490 5,644 5,417 5,634 5,803Net gain/(loss) on disposal of property, infrastructure, plant and equipment

650 803 650 597 134

Other income 2,439 1,334 1,456 1,560 1,611Total income 169,887 176,192 181,507 187,968 194,052

Expenses Employee costs 72,765 76,650 79,088 81,381 83,743Materials and services 63,506 68,253 67,045 68,922 70,475Bad and doubtful debts 2,120 2,540 2,591 2,643 2,696Depreciation and amortisation 20,499 21,561 21,992 22,432 22,881Borrowing costs 1,511 2,139 2,088 2,035 1,980Total expenses 160,401 171,143 172,805 177,413 181,774 Surplus/(deficit) for the year 9,486 5,048 8,703 10,555 12,278Net asset revaluation increment /(decrement)

0 24,416 0 24,416 0

Total comprehensive result 9,486 29,464 8,703 34,971 12,278


Proposed Budget

3.2 Balance Sheet



Assets Current assets Cash and cash equivalents 24,320 30,957 32,163 33,762 37,597Trade and other receivables 11,523 11,734 11,832 12,015 12,235Inventories 135 135 135 135 135Non-current assets classified as held for sale

640 640 640 640 640

Other assets 737 738 738 738 738Total current assets 37,356 44,204 45,508 47,291 51,346 Non-current assets Trade and other receivables 25 25 25 25 25Investments in associates and joint ventures

230 230 230 230 230

Property, infrastructure, plant & equipment

1,607,191

1,620,956

1,659,455 1,674,631 1,709,943

Total non-current assets 1,607,446

1,621,211

1,659,710 1,674,886 1,710,198

Total assets 1,644,802

1,665,415

1,705,218 1,722,177 1,761,544

Liabilities Current liabilities Trade and other payables 16,158 16,320 16,483 16,648 16,814Trust funds and deposits 4,667 4,900 5,145 5,403 5,673Provisions 12,672 13,230 13,613 14,008 14,414Interest-bearing loans and borrowings 1,142 1,195 1,250 1,308Total current liabilities 33,497 35,591 36,436 37,309 38,210 Non-current liabilities Provisions 2,014 2,102 2,163 2,226 2,291Interest-bearing loans and borrowings 32,500 43,767 42,573 41,322 40,014Total non-current liabilities 34,514 45,870 44,736 43,548 42,304Total liabilities 68,011 81,461 81,172 80,857 80,514Net assets 1,576,79

11,583,95

41,624,046 1,641,320 1,681,03

0 Equity Accumulated surplus 590,534 602,697 624,146 646,836 663,806Reserves 986,257 981,257 999,900 994,484 1,017,22

4Total equity 1,576,79

11,583,95

41,624,046 1,641,320 1,681,03

0


Proposed Budget

3.3 Statement of Changes in Equity For the four years ending 30 June 2020

TotalAccumulate

d SurplusRevaluation Reserve

Other Reserve

s $’000 $’000 $’000 $’0002017 Balance at beginning of the financial year

1,576,791 590,534 969,087 17,170

Surplus/(deficit) for the year 7,163 7,163 - -Net asset revaluation increment/(decrement)

- - - -

Transfer to other reserves 0 (5,000) - 5,000Transfer from other reserves 0 10,000 - (10,000)

Balance at end of the financial year 1,583,954 602,697 969,087 12,170

2018 Balance at beginning of the financial year

1,583,954 602,697 969,087 12,170


23,643 - 23,643 -

Transfer to other reserves - (5,000) - 5,000Transfer from other reserves - 10,000 - (10,000)



1,624,046 624,146 992,730 7,170


- - - -




1,641,320 646,835 992,730 1,755


24,416 24,416 -


Balance at end of the financial year 1,681,030 663,805 1,017,146 79


Proposed Budget

3.4 Statement of Cash Flows



Inflows Inflows Inflows Inflows Inflows (Outflows

)(Outflows

)(Outflows) (Outflows) (Outflows

)Cash flows from operating activities

Rates and charges 97,715 101,846 106,812 111,230 115,733Statutory fees and fines 25,017 26,230 26,858 27,506 28,175User fees 25,843 26,207 26,381 27,135 27,919Grants - operating 9,748 10,976 11,142 11,411 11,686Grants - capital 1,401 1,281 865 889 914Contributions - monetary 6,490 5,644 5,417 5,634 5,803Interest received 405 469 570 650 680Employee costs (70,946) (74,733) (77,110) (79,347) (81,649)Materials and services (63,506) (68,252) (67,045) (68,922) (70,474)Net cash provided by/(used in) operating activities 32,167 29,666 33,890 36,186 38,787

Cash flows from investing activities Payments for property, infrastructure, plant and equipment

(29,558) (38,903) (35,104) (36,954) (32,355)

Proceeds from sale of property, infrastructure, plant and equipment

788 5,603 5,650 5,597 634

Net cash provided by/ (used in) investing activities (28,770) (33,300) (29,454) (31,357) (31,722)

Cash flows from financing activities Finance costs (1,511) (2,139) (2,088) (2,035) (1,980)Proceeds from borrowings - 13,500 - - - Repayment of borrowings - (1,091) (1,142) (1,195) (1,250)Net cash provided by/(used in) financing activities

(1,511) 10,270 (3,230) (3,230) (3,230)

Net increase/(decrease) in cash & cash equivalents

1,885 6,637 1,206 1,599 3,835

Cash and cash equivalents at the beginning of the financial year

22,435 24,320 30,957 32,163 33,762

Cash and cash equivalents at the end of the financial year

24,320 30,957 32,163 33,762 37,597


Proposed Budget

3.5 Statement of Capital WorksFor the four years ending 30 June 2020

Forecast

Budget Strategic Resource Plan

Actual Projections 2015/16 2016/17 2017/18 2018/19 2019/20 $’000 $’000 $’000 $’000 $’000

Road InfrastructureKerb & Channel 733 959 987 1,025 1,060Footpath 1,400 2,414 2,527 2,650 2,698Road Re-sheet Program 2,722 2,855 2,754 2,958 3,013Drainage 904 1,370 1,275 1,145 1,085Root Barrier Treatments 691 402 475 500 525Lanes-Pavement 719 680 936 973 1,014Lanes-Drainage 150 227 260 550 1,260Bridges 60 50 140 70 200Retail-Footpath 487 436 - - -Street Furniture 178 76 - - -Transport 1,668 654 2,319 1,995 1,829Waste management 50 60 - - -Total Road Infrastructure 9,762 10,183 11,673 11,866 12,684BuildingsFloor 750 301 493 1,979 119Walls 587 194 349 49 67Roof 1,310 2,215 2,973 147 20Mechanical 702 457 802 518 687Plumbing 98 40 510 630 -Electrical 36 1,051 545 30 151Miscellaneous 11,091 7,610 3,761 8,511 9,950Plant & Equipment - 1,505 - - -Carry-forward projects - 4,780 - - -Total buildings 14,573 18,153 9,433 11,864 10,994Open Space InfrastructurePlayground 840 819 660 760 819Sports 181 959 307 411 549Irrigation 17 135 43 20 143Walls & Fences 449 275 555 298 248Pathway 30 185 552 310 431Horticulture 20 40 20 29 50Turf 46 125 463 852 400Arboriculture - 396 - - -Park Furniture 2,328 0 654 337 640Other Capital Projects - 4,235 6,821 7,938 3,962Carry-forward projects - 1,005 - - -Total Open Space Infrastructure 3,910 8,174 10,075 10,955 7,242


Proposed Budget


Proposed Budget

Forecast

Budget Strategic Resource Plan

Actual Projections 2015/16 2016/17 2017/18 2018/19 2019/20 $’000 $’000 $’000 $’000 $’000

Information SystemsIS 2,387 3,062 2,344 1,371 1,387Carry-forward projects 140 - - -Total Information Systems 2,387 3,202 2,344 1,371 1,387Library ResourcesLibrary Projects 774 470 50 - -Total Library Resources 774 470 50 - -Other General AssetsPlant & Equipment 1,482 1,195 2,580 2,054 2,198Other Projects 200 270Total Other General Assets 1,682 1,465 2,580 2,054 2,198Total capital works expenditure 33,089 41,647 36,155 38,110 34,505Represented by:New asset expenditure 11,108 15,715 7,195 6,602 2,636Asset renewal expenditure 20,299 25,306 25,598 21,748 24,797Asset upgrade expenditure 1,682 625 3,362 9,760 7,072Total Capital Works Expenditure 33,089 41,647 36,155 38,110 34,505


Proposed Budget

3.6 Statement of Human Resources

A summary of human resources expenditure categorised according to the organisational structure of Council is included below:

Comprises Budget Permanent PermanentDepartment 2016/17 Full Time Part Time $'000 $'000 $'000CEO 7,100 5,742 1,358Corporate, Business and Financial Services

17,464 14,461 3,003

Community Wellbeing 20,268 14,209 6,059City Works & Assets 11,302 10,905 397Planning & Placemaking 9,170 8,350 820Total permanent staff expenditure 65,305 53,668 11,637Casuals and other expenditure 10,219Capitalised labour costs 1,126Total expenditure 76,650

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below: Budget Comprises

2016/1

7Permanent Permanent

Department FTE Full Time Part TimeCEO 69.55 54 15.6Corporate, Business and Financial Services 186.69 143.96 41.2Community Wellbeing 241.29 166.35 74.9City Works & Assets 124.27 111.32 4.0Planning & Placemaking 87.81 78.18 8.1Total 709.61 553.81 143.8Casuals and other 107.36Capitalised labour costs 12Total staff 816.97

Note: FTE does not include Agency staff whereas total employee expenditure does.


Proposed Budget

4 Financial performance indicators

The following table highlights Council’s current and projected performance across a range of key financial performance indicators. These indicators provide a useful analysis of Council’s financial position and performance and should be interpreted in the context of the organisation’s objectives.

Not

es

Forecast

Strategic Resource Plan

Indicator Measure Actual Actual Budget

Projections Trend

2014/15

2015/16 2016/17

2017/18

2018/19

2019/20

+/o/-

Operating position

Adjusted underlying result

Adjusted underlying surplus (deficit) / Adjusted underlying revenue

1

2.1% 2.7% 0.3% 2.9% 3.8% 4.5% +

Liquidity Working Capital

Current assets / current liabilities

2 105.3% 111.5% 124.2

%124.9

%126.8

%134.4

% o

Unrestricted cash

Unrestricted cash / current liabilities

0.0% 0.7% 50.2% 66.0% 86.0% 101.2

% o

Obligations

Loans and borrowings

Interest bearing loans and borrowings / rate revenue

335.6% 33.2% 44.0% 40.9% 38.2% 35.7% +

Loans and borrowings

Interest and principal repayments on interest bearing loans and borrowings / rate revenue

1.6% 1.5% 3.2% 3.0% 2.9% 2.8% +

Indebtedness

Non-current liabilities / own source revenue

24.0% 22.8% 29.1% 27.4% 25.7% 24.1% +

Asset renewal

Asset renewal expenditure / depreciation

483.7% 99.0% 118.4

%116.4

% 97.0% 108.4% -

Stability Rates concentration

Rate revenue / adjusted underlying revenue

557.9% 59.9% 59.8% 60.7% 61.1% 61.5% +

Rates effort

Rate revenue / CIV of rateable properties in the municipality

0.2% 0.2% 0.2% 0.2% 0.2% 0.2% o

Efficiency

Expenditure level

Total expenditure / no. of property assessments

$3,154 $3,249 $3,467 $3,500 $3,594 $3,68

2 +

Revenue level

Residential rate revenue / No. of residential

$1,480 $1,615 $1,762 $1,923 $2,098 $2,290

+


Proposed Budget

property assessments

Workforce turnover

No. of permanent staff resignations & terminations / average no. of permanent staff for the financial year

11.2% 11.2% 11.3% 11.3% 11.4% 11.4% +

Key to Forecast Trend:+ Forecasts improvement in Council's financial performance/financial position indicatoro Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator

Notes to indicators

1 Adjusted underlying result – An indicator of the sustainable operating result required to enable Council to continue to provide core services and meet its objectives. Improvement in financial performance expected over the period, although continued losses means reliance on Council's cash reserves or increased debt to maintain services.

2 Working Capital – The proportion of current liabilities represented by current assets. Working capital is forecast to increase in 2016/17 year with improved cash levels from operations and borrowings for the capital program. The trend in later years is to remain steady at an acceptable level.

3 Debt compared to rates – The trend in future years indicates Council's reducing reliance on debt against its annual rate revenue through redemption of long term debt.

4 Asset renewal - This percentage indicates the extent of Council's renewal of assets against its depreciation charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating faster than they are being renewed and future capital expenditure will be required to renew assets.

5 Rates concentration - Reflects extent of reliance on rate revenue to fund all of Council's on-going services. Trend indicates Council will become more reliant on rate revenue compared to all other revenue sources.


5 Other budget information (required by the Regulations)

This section presents other budget related information required by the Regulations

This section includes the following statements and reports:5.1 Grants operating5.2 Grants capital5.3 Statement of borrowings


5.1 Grants - operating ($1.227 million increase)

Operating grants include all monies received from State and Federal sources for the purposes of funding the delivery of Council’s services to ratepayers. Overall, the level of operating grants for Council is projected to increase by 13% or $1.2 million compared with 2015/16. Increases and decreases in specific operating grant funding reflect expected demand for these services.

The increase in Victoria Grants Commission (VGC) funding is due to an early payment for 2015/16 grants received on 30 June 2015 (2014/15). A full year of VGC funding is budgeted for 2016/17.

The level of VGC grants to Victorian Councils has also been affected by Commonwealth Government’s decision to pause indexation for three years commencing in 2015/16. The VGC analysis indicates that Victorian Councils will be negatively impacted by $200 million during the pause as well as lowering the base from which indexation will be resumed by approximately 12.5%.

A list of operating grants to Council by type and source, classified into recurrent and non-recurrent, is included below.

Forecast Actual Budget VarianceGrants - operating 2015/16 2016/17 $’000 $’000 $’000Recurrent - Commonwealth Government Victorian Grants Commission 889 1,795 906Early Childhood Education and Care 3,893 4,613 720General home care 890 915 25Other (*specify each type) 83 150 67Recurrent - State Government Primary care partnerships 836 848 11Aged care 1,731 1,753 22Libraries 551 450 (101)Community safety 740 387 (354)Total recurrent grants 9,613 10,910 1,297 Non-recurrent - Commonwealth Government Family and children 135 65 (70)Total non-recurrent grants 135 65 (70)Total operating grants 9,748 10,975 1,227


5.2 Grants - capital ($0.12 million decrease)

Capital grants include all monies received from State, Federal and community sources for the purposes of funding the capital works program. Overall the level of capital grants has decreased by 9% or $0.12 million compared with 2015/16 due mainly to specific funding for some large capital works projects, including Roads to Recovery and contributions towards the North Fitzroy Community Hub. Section 6. “Analysis of Capital Budget” includes a more detailed analysis of the grants and contributions expected to be received during the 2016/17 year. A list of capital grants by type and source, classified into recurrent and non-recurrent, is included below.

Forecast Actual Budget VarianceGrants - capital 2015/16 2016/17 $’000 $’000 $’000Recurrent - Commonwealth Government Roads to Recovery 537 354 (183)Recurrent - State Government 200 400 200Total recurrent grants 737 754 17Non-recurrent - Commonwealth Government Buildings 664 527 (137)Total non-recurrent grants 664 527 (137)Total capital grants 1,401 1,281 (120)

5.3 Statement of Borrowings

The table below shows information on borrowings specifically required by the Regulations.

Forecast Budget 2015/16

$2016/17

$Total amount borrowed as at 30 June of the prior year 32,500 32,500Total amount proposed to be borrowed 0 13,500Total amount projected to be redeemed 0 (1,091)Total amount of borrowings as at 30 June 32,500 44,909

Council has current borrowings of $32.5 million which was required to settle the Vision Super unfunded defined benefit superannuation liability; acquisition of 345 Bridge Road property; funding for the energy performance contract requirements and also acquiring the Connie Benn Centre business and operations. Further borrowings of $13.5 million are proposed in 2016/17 principally allocated to the North Fitzroy Community Hub project which has commenced and will be constructed over 2 financial years but also for funding other key capital works projects as detailed in the Capital works program (Section 6).


6 Detailed list of Capital Works

This section presents a listing of the capital works projects that will be undertaken for the 2016/17 year.

The capital works projects are grouped by class and include the following: New works for 2016/17 Works carried forward from the 2015/16 year.


Capital works programFor the year ending 30 June 2017

New works

Capital Works Area

Asset expenditure type Summary of funding sources Project cost New Renew

alUpgrad

eExpansio

nGrant

sContribution

sCounc

il cashBorrowing

s$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

BuildingsFloorsCollingwood Leisure Centre 16 - 16 - - - - - 16Fitzroy Football Club Grandstand 25 - 25 - - - - - 25Fitzroy Pool - Gym and Spa 120 - 120 - - - - - 120Lord St Child Care Centre - (Chas Farquhar Complex) 45 - 45 - - - - - 45Richmond Recreation Centre 65 - 65 - - - - - 65All Buildings - Ad Hoc Regulation Compliance 30 - 30 - - - - - 30Total Floors 301 - 301 - - - - - 301WallsAbbotsford Senior Citizens/Willowview Centre 70 - 70 - - - - 70 -Collingwood Leisure Centre 10 - 10 - - - - 10 -Fitzroy Pool - Gym and Spa 13 - 13 - - - - 13 -Lord St Child Care Centre - (Chas Farquhar Complex) 50 - 50 - - - - 50 -Richmond Library (Incl MCH, Historical Society) 10 - 10 - - - - 10 -Richmond Recreation Centre 16 - 16 - - - - 16 -Unscheduled Works - Property and Building 25 - 25 - - - - 25 -Total Walls 194 - 194 - - - - 194 -RoofCollingwood Town Hall & Precinct 1,200 - 1,200 - - - - 1,200 -Fitzroy Town Hall 1,000 - 1,000 - - - - 1,000 -Unscheduled Works - Property and Building 15 - 15 - - - - 15 -Total Roof 2,215 - 2,215 - - - - 2,215 -MechanicalCollingwood Leisure Centre 135 - 135 - - - - - 135


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Fitzroy Pool - Gym and Spa 103 - 103 - - - - - 103Richmond Recreation Centre 190 - 190 - - - - - 190Unscheduled Works - Property and Building 29 - 29 - - - - - 29Total Mechanical 457 - 457 - - - - - 457PlumbingVictoria Park - Sherin Stand 30 - 30 - - - - 30 -Unscheduled Works - Property and Building 10 - 10 - - - - 10 -Total Plumbing 40 - 40 - - - - 40 -ElectricalCollingwood Leisure Centre 190 - 190 - - - - 190 -Richmond Recreation Centre 51 - - 51 - - - 51 -Victoria Park - Ryder Stand 15 - 15 - - - - 15 -Victoria Park - Sherin Stand 25 - 25 - - - - 25 -Adaptive Assets Program 750 - 750 - - - - 750 -Unscheduled Works - Property and Building 20 - 20 - - - - 20 -Total Electrical 1,051 - 1,000 51 - - - 1,051 -MiscellaneousBrick Factory 50 - 50 - - - - 50 -Edinburgh Gardens - Fitzroy Community Rooms 50 - 50 - - - - 50 -Fitzroy Pool - Gym and Spa 700 - 700 - - - - - 700International House - Edinburgh Gardens 50 - 50 - - - - 50 -Keele Street Child Care Centre 35 - 35 - - - - 35 -Lord St Child Care Centre - (Chas Farquhar Complex) 150 - 150 - - - - - 150North Carlton Child Care Centre and Residence 40 - 40 - - - - 40 -North Fitzroy Community Hub Project 4,970 4,970 - - - 50 - - 4,920North Fitzroy Maternal Child Health Centre - Emily Baker Infant Welfare Centre 25 - 25 - - - - 25 -

Richmond Library Renovation Project 60 60 - - - - - 60 -Richmond Recreation Centre 880 - 880 - - - - - 880War Memorial - Edinburgh Gardens 50 - 50 - - - - 50 -


Capital Works Area


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Yarra Community Youth Centre 20 - 20 - - - - 20 -All Buildings - Ad Hoc Regulation Compliance 50 - 50 - - - - 50 -Condition Audits 30 - 30 - - - - 30 -Preliminary Building Investigations 300 - 300 - - - - 300 -Signage Replacement Program 50 - 50 - - - - 50 -Unscheduled Works - Property and Building 100 - 100 - - - - 100 -Total Miscellaneous 7,610 5,030 2,580 - - 50 - 910 6,650Plant & EquipmentFurniture 200 - 200 - - - - 200 -Leisure Centre Equipment 330 - 330 - - - - 330 -Miscellaneous 20 - 20 - - - - 20 -Parking Technology 750 750 - - - - - - 750Whitegoods 25 - 25 - - - - 25 -Total Plant & Equipment 1,325 750 575 - - - - 575 750Total Buildings 13,193 5,780 7,362 51 - 50 - 4,985 8,158Road InfrastructureKerb & ChannelAbbott St(Lulie St to Trenerry Cres) 60 - 60 - - - - - 60Langridge St(Rupert St to Cromwell St) 50 - 50 - - - - - 50

Langridge St(Cromwell St to Islington St) 50 - 50 - - - - - 50

Miller St(Richmond Tce to Rowena Pde) 160 - 160 - - 50 - 50 60Mollison St(Nicholson St to Charles St) 80 - 80 - - - - - 80Princess St(Abinger St to End Of Street) 30 - 30 - - - - - 30Rose St(Napier St to George St) 60 - 60 - - - - 60 -Rose St(George St to Gore St) 60 - 60 - - - - 60 -Rowena Pde(Lennox St to The Vaucluse) 120 - 120 - - - - 120 -Smith St(Webb St to Gertrude St) 60 - 60 - - - 30 30 -Smith St(Moor St to Condell St) 24 - 24 - - - 24 -Smith St(Condell St to Charles St) 25 - 25 - - - - 2 23


Capital Works Area


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s$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

South Tce(Gold St to Hoddle St) 30 - 30 - - - - 30 -DDA Projects(YARRA TO YARRA) 50 - 50 - - - - 50 -Designs For Future Works(YARRA TO YARRA) 100 - 100 - - - - 100 -Total Kerb & Channel 959 - 959 - - 50 54 502 353FootpathAbbott St(Lulie St to Trenerry Cres) 40 - 40 - - - - - 40Batman St(Alfred St to Scotchmer St) 80 - 80 - - - - - 80Bennett St(Victoria St to Buckingham St) 40 - 40 - - - - - 40Bennett St(Park St to Scotchmer St) 70 - 70 - - - - - 70Best St(St Georges Rd to Alfred Cr) 25 - 25 - - - - - 25Brunswick St(Newry St to York St) 45 - 45 - - - - - 45Cameron St(Bank St to Thomas St) 15 - 15 - - - - - 15Caroline St(Berry St to Fenwick St) 50 - 50 - - - - - 50Condell St(George St to Gore St) 15 - 15 - - - - - 15Condell St(Napier St to George St) 15 - 15 - - - - - 15Curtain St(Rathdowne St to Canning St) 45 - 45 - - - - - 45

Curtain St(Drummond St to Rathdowne St) 20 - 20 - - - - - 20

Curtain St(Lygon St to Drummond St) 20 - 20 - - - - - 20Easey St(Gold St to Hoddle St) 85 - 85 - - - - - 85Fraser St(Bridge Rd to Corsair St) 50 - 50 - - - - - 50George St(Berry St to Fenwick St) 35 - 35 - - - - - 35Hanover St(Nicholson St to Fitzroy St) 38 - 38 - - - - - 38Highett St(Gardner St to Coppin St) 30 - 30 - - - - - 30Highett St(Davison St to Gardner St) 30 - 30 - - - - - 30Highett St(Coppin St to Gleadell St) 35 - 35 - - - - - 35Highett St(Gleadell St to Church St) 32 - 32 - - - - - 32Highett St(Church St to Belgium Ave) 50 - 50 - - - - - 50Hunter St(Bridge Rd to Corsair St) 60 - 60 - - - - - 60


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Langridge St(Cromwell St to Islington St) 35 - 35 - - - - - 35

Langridge St(Rupert St to Cromwell St) 35 - 35 - - - - - 35Langridge St(Hoddle St to Park St) 15 - 15 - - - - - 15Lee St(Canning St to Rathdowne St) 230 - 230 - - - - - 230Lennox St(Victoria St to Elizabeth St) 50 - 50 - - - - - 50Little Charles St(Napier St to George St) 15 - 15 - - - - - 15Lygon St(Curtain St to Newry St) 25 - 25 - - - - - 25Lygon St(Newry St to Lee St) 30 - 30 - - - - - 30Lygon St(Lee St to Princes St) 30 - 30 - - - - - 30Michael St(Falconer St to Rowe St) 65 - 65 - - - - - 65Miller St(Richmond Tce to Rowena Pde) 60 - 60 - - 60 - - -Mollison St(Nicholson St to Charles St) 60 - 60 - - 60 - - -Napier St(Condell St to Charles St) 10 - 10 - - - - - 10Napier St(Leicester St to Rose St) 15 - 15 - - - - - 15Napier St(Kerr St to Argyle St) 10 - 10 - - - - - 10Nicholson St(Newry St to York St) 30 - 30 - - - - - 30Noone St(Peckville St to Anderson St) 20 - 20 - - - - - 20Noone St(Gold St to Peckville St) 40 - 40 - - - - - 40Oxford St(Stanley St to Peel St) 45 - 45 - - - - - 45Rae St(Liverpool St to Scotchmer St) 25 - 25 - - - - - 25Regent St(Princes St to Alma St) 15 - 15 - - - - - 15Rose St(Napier St to George St) 12 - 12 - - - - - 12Rose St(George St to Gore St) 18 - 18 - - - - - 18Rowena Pde(Lennox St to The Vaucluse) 80 - 80 - - 50 - 30Russell St(Gipps St to Langridge St) 22 - 22 - - - - - 22Smith St(Webb St to Gertrude St) 75 - 75 - - - - - 75South Tce(Gold St to Hoddle St) 80 - 80 - - - - - 80St David St(Young St to Napier St) 15 - 15 - - - - - 15


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s$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

St Georges Rd(Scotchmer St to Alfred Cr) 35 - 35 - - - - - 35

Victoria St(Hoddle St to Shelley St) 50 - 50 - - - - - 50Victoria St(Davison St to Burnley St) 35 - 35 - - - - - 35Walker St(Edmund St to Dwyer St) 22 - 22 - - - - - 22Walker St(The Esplanade to Edmund St) 15 - 15 - - - - - 15York St(Lennox St to New St) 40 - 40 - - - - - 40Young St(Gertrude St to Victoria Pde) 30 - 30 - - - - - 30DDA Projects(YARRA TO YARRA) 100 - 100 - - - - - 100Total Footpath 2,414 - 2,414 - - 170 - - 2,244Road Re-Sheet ProgramAlfred Cr(St Georges Rd to Best St) 60 - 60 - - - - - 60Alfred Cr(Best St to Fergie St) 80 - 80 - - - - - 80Budd St(Sackville St to Johnston St) 35 - 35 - - - - - 35Condell St(Napier St to George St) 30 - 30 - - - - - 30Cremorne St(Bell St to Cremorne Pl) 30 - 30 - - - - - 30

Cromwell St(Langridge St to Victoria Pde) 85 - 85 - - - - - 85

Cubitt St(Monash Fwy to Bent St) 50 - 50 - - - - 50 -Cubitt St(Bent St to Balmain St) 30 - 30 - - - - - 30Curtain St(Rathdowne St to Canning St) 85 - 85 - - - - - 85Davison St(Somerset St to Murphy St) 45 - 45 - - - - - 45

George St(Little Victoria St to Victoria Pde) 45 - 45 - - - - - 45

George St(Gertrude St to Little Victoria St) 100 - 100 - - 100 - - -

Highett St(Burnley St to Davison St) 87 - 87 - - 87 - - -Jessie St(Cremorne St to Cremorne St) 40 - 40 - - 40 - - -John St(Singleton St to Vere St) 35 - 35 - - 14 - 21 -John St(Bell St to Moor St) 45 - 45 - - 45 - - -


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Kerr St(Gore St to Smith St) 60 - 60 - - 60 - - -Kerr St(George St to Gore St) 60 - 60 - - 60 - - -Mahoney St(Bell St to Victoria St) 45 - 45 - - 45 - - -Margaret St(Stewart St to Tanner St) 30 - 30 - - 30 - - -Miller St(Richmond Tce to Rowena Pde) 80 - 80 - - 80 - - -Newton St(Church St to Walnut St) 50 - 50 - - - - 50 -Noone St(Wellington St to Gold St) 85 - 85 - - - - 85 -Park St(Bennett St to Kneen St) 40 - 40 - - 40 - - -Park St(Kneen St to Falconer St) 80 - 80 - - 80 - - -

Princes St(Nicholson St to End Of Street) 70 - 70 - - 70 - -

Princess St(Abinger St to End Of Street) 25 - 25 - - - - 25 -Rathdowne St(Lee St to Davis St) 70 - 70 - - 70 - - -Rathdowne St(Newry St to O'grady St) 70 - 70 - - 70 - - -Rathdowne St(O'grady St to Lee St) 70 - 70 - - 70 - - -Reid St(Nicholson St to Rae St) 130 - 130 - - - 102 28 -Richardson St(Lygon St to Drummond St) 50 - 50 - - - 50 - -

Richardson St(Drummond St to Rathdowne St) 50 - 50 - - - 50 - -

Rose St(Napier St to George St) 35 - 35 - - - - 35 -Rose St(Gore St to Smith St) 35 - 35 - - - - 35 -Rose St(George St to Gore St) 35 - 35 - - - - 35 -Rowena Pde(Lennox St to The Vaucluse) 100 - 100 - - 50 - 50 -Smith St(Johnston St to Greeves St) 25 - 25 - - - 25 - -Smith St(St David St to Moor St) 16 - 16 - - - - 16 -Smith St(Greeves St to St David St) 12 - 12 - - - - 12 -Smith St(Moor St to Condell St) 10 - 10 - - - 10 - -Smith St(Condell St to Charles St) 9 - 9 - - - - 9 -Smith St(Webb St to Gertrude St) 24 - 24 - - - - 24 -Thompson St(Victoria St to Nelson St) 72 - 72 - - - - 72 -


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Waverley St(Swan St to Gipps St) 55 - 55 - - - - 55 -Pavement Bicycle Lanes(Yarra to Yarra) 30 - 30 - - - - 30 -Unscheduled Works(Yarra to Yarra) 150 - 150 - - - - 150 -Condition Audits(Yarra to Yarra) 150 - 150 - - - - 150 -Miscellaneous Development Works(YARRA TO YARRA) 150 - 150 - - - - 150 -Total Road Re-Sheet Program 2,855 - 2,855 - - 1,011 237 1,082 525Root Barrier TreatmentsAlbert St(Victoria St to Princes St) 40 - 40 - - - - 40 -Albert St(Princes St to Murray St) 32 - 32 - - - - 32 -Charles St(Langridge St to Victoria St) 120 - 120 - - - - 120 -Highett St(Belgium Ave to Lennox St) 60 - 60 - - - - 60 -Kerr St(Spring St to Fitzroy St) 12 - 12 - - - - 12 -Kerr St(Nicholson St to Spring St) 16 - 16 - - - - 16 -Kerr St(Fitzroy St to Brunswick St) 26 - 26 - - - - 26 -Langridge St(Park St to Nicholson St) 56 - 56 - - - - 56 -Westgarth St(Brunswick St to Young St) 40 - 40 - - - - 40 -Total Root Barrier Treatments 402 - 402 - - - - 402 -DrainageArgyle St(George St to Gore St) 30 - 30 - - - - 30 -Brighton St(Barkly Ave to Albert St) 20 - 20 - - - - 20 -George St(Kerr St to Argyle St) 30 - 30 - - - - 30 -Gold St(Hodgkinson St to Queens Pde) 60 - 60 - - - - 60 -Laity St(Lambert St to Church St) 20 - 20 - - - - 20 -

Nicholson St(Mollison St to Langridge St) 40 - 40 - - - - 40 -

Palmer St(Burnley St to Gardner St) 20 - 20 - - - - 20 -St Heliers St(Clarke St to Entire Length) 20 - 20 - - - - 20 -

The Esplanade(Heidelberg Rd to Spensley St) 70 - 70 - - - - 70 -


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Wellington St(Council St to Hodgkinson St) 80 - 80 - - - - 80 -

Westgarth St(Nicholson St to Fitzroy St) 90 - 90 - - - - 90 -

Designs For Future Works(YARRA TO YARRA) 100 - 100 - - - - 100 -Drainage Other Works(Yarra to Yarra) 590 - 590 - - - - 590 -Unscheduled Works(Yarra to Yarra) 200 - 200 - - - - 200 -Total Drainage 1,370 - 1,370 - - - - 1,370 -Lanes - PavementLane 1111 130 - 130 - - - - 130 -Lane 1479 100 - 100 - - - - 100 -Lane 1608 50 - 50 - - - - 50 -Lane 2088.5 50 - 50 - - - - 50 -Lane 2214 180 - 180 - - - - 180 -Lane 2222 110 - 110 - - - - 110 -Lane 55.2 25 - 25 - - - - 25 -Lane 56.1 35 - 35 - - - - 35 -Total Lane - Pavement 680 - 680 - - - - 680 -Lanes - DrainageLane 179 27 - 27 - - - - 27 -Lane 1904 65 - 65 - - - - 65 -Lane 1974 120 - 120 - - - - 120 -Lane 562 15 - 15 - - - - 15 -Total Lanes - Drainage 227 - 227 - - - - 227 -BridgesRoseneath Street 50 - 50 - - - - 50 -Total Bridges 50 - 50 - - - - 50 -Retail - FootpathBridge Rd(River St to Hawthorn Bridge) 70 - 70 - - - - 70 -Bridge Rd(Coppin St to Burnley St) 100 - 100 - - - - 100 -


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Smith St(Moor St to Condell St) 28 - 28 - - - - 28 -Smith St(Condell St to Charles St) 28 - 28 - - - - 28 -UD-Activity Centres Design Program 210 - 210 - - - - 210 -Total Retail - Footpath 436 - 436 - - - - 436 -Street FurnitureStreet Furniture 29 - 29 - - - - 29 -Street Lights 25 - 25 - - - - 25 -Street Signs 22 - 22 - - - - 22 -Total Street Furniture 76 - 76 - - - - 76 -TransportWellington Street Bike Lane 220 220 220Bicycles 100 - - 100 - - - 100 -LATM 10 138 - - 138 - - - 138 -LATM 9 96 - - 96 - - - 96 -Spot Safety & Safety Around Schools 100 - - 100 - - - 100 -Total Transport 654 220 - 434 - - - 654 -Waste ManagementStreet Bins 60 - 60 - - - - 60 -Total Waste Management 60 - 60 - - - - 60 -Total Road Infrastructure 10,183 220 9,529 434 - 1,231 291 5,539 3,122Open Space InfrastructurePlaygroundDarling Gardens 250 - 250 - - - 250 -

Edinburgh Gardens 400 - 400 - - - 400 -

Gahans Reserve 25 - 25 - - - 25 -

Merri Ck Parklands Quarries Park 50 - 50 - - - 50 -

Studley St Reserve 50 - 50 - - - 50 -

Open Space Children Services 44 - 44 - - - 44 -Total Playground 819 - 819 - - - 819 -


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SportsAllen Bain Reserve 6 - 6 - - - 6 -Edinburgh Gardens Oval (Alfred Crescent Oval) 8 - 8 - - - 8 -George Knott Reserve 35 - 35 - - - 35 -K Bartlett Res, Bastow Soccer 1 59 - 59 - - - 59 -K Bartlett Res, Bastow Soccer 2 6 - 6 - - - 6 -K Bartlett Res, Fletcher Soccer 1 141 - 141 - - - 141 -K Bartlett Res, Fletcher Soccer 2 95 - 95 - - - 95 -K Bartlett Res, Loughnan Oval 145 - 145 - - - 145 -Mayors Park 155 - 155 - - - 155 -Merri Ck Parklands - Hall Reserve 33 - 33 - - - 33 -Ramsden St Oval 8 - 8 - - - 8 -Ryan Reserve 160 - 160 - - - 160 -W T Peterson Community Oval 50 - 50 - - - 50 -Minor Works Assets 59 - 59 - - - 59 -Total Sports 959 - 959 - - - 959 -Irrigation - - - - -Minor Works Assets 135 135 - - - 135Total Irrigation 135 - 135 - - - 135 -Walls & FencesBurnley Park 15 - 15 - - - 15 -

Ramsden St Oval 10 - 10 - - - 10 -

Scullin Walk 150 - 150 - - - 150 -

Signage Renewal Program 100 - 100 - - - 100 -Total Walls & Fences 275 - 275 - - - 275 - -Pathway - - - - - - -

Barkly Gardens 70 - 70 - - - 70 -

Minor Works Assets 115 - 115 - - - 115 -


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Total Pathway 185 - 185 - - - 185 -HorticultureMinor Works Assets 40 - 40 - - - 40 - -Total Horticulture 40 - 40 - - - 40 - -TurfCitizens Park Oval 5 5 - - - 5 -

K Bartlett Res, Loughnan Oval 120 120 - - - 120 -Total Turf 125 - 125 - - - 125 -ArboricultureLangdon Reserve 150 - 150 - - - 150 - -Mcconchie RESERVE 100 - 100 - - - 100 - -Wangaratta St / Stewart St Reserve 30 - 30 - - - 30 - -Minor Works Assets 86 - 86 - - - 86 - -Condition Audits 30 - 30 - - - 30 - -Total Arboriculture 396 - 396 - - - 396 - -Other Capital ProjectsAcquisition Of Land For New Open Space 3,400 3,400 - - - - 3,400 - -

Construction Of New Local Park In Abbotsford, Through Partial Road Closure At Charles and Mollison Streets 200 200 - - - - 200 - -

Design Works - Implementation Of The Open Space Strategy 150 150 - - - - 150 - -

Shared Pathway - Merri Creek Trail to Coulson Reserve 485 485 - - - - 485 - -

Total Other Capital Projects 4,235 4,235 - - - - 4,235 - -Total Open Space Infrastructure 7,169 4,235 2,934 - - - 7,169 - -Information SystemsAsset Management Mobile Computing 42 - 42 - - - - 42 -Asset Management System 500 - 500 - - - - - 500


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Customer Request System 270 - 270 - - - - - 270Enterprise Record Management System 60 - 60 - - - - 60 -GIS Software 200 - 200 - - - - 200 -HR/Payroll System 150 - 150 - - - - 150 -Inter/Intranet Software 240 - 240 - - - - 240 -Laptop/Tablet Replacement Program 100 - 100 - - - - 100 -Mobile Devices 80 - 80 - - - - 80 -Network Infrastructure 300 - 300 - - - - 300 -Other Software 100 - 100 - - - - 100 -PC Replacement Program 220 - 220 - - - - 220 -Property and Rating 200 - 200 - - - - - 200Unified Communications 600 - 600 - - - - - 600Total Information Systems 3,062 - 3,062 - - - - 1,492 1,570Library ResourcesLibrary Resources 470 - 470 - - - - - 470

Opening Day Collection - North Fitzroy Community Hub 180 180 - - - - - - 180

Total Library Resources 650 180 470 - - - - - 650Other General AssetsPlant & EquipmentBuses 40 - 40 - - - 5 35 -Cycles 15 - 15 - - - - 15 -Mechanical Plant 50 - 50 - - - - 50 -Passenger Cars 780 - 780 - - - 540 240 -Trucks 310 - 310 - - - 97 213 -Total Plant & Equipment 1,195 - 1,195 - - - 642 553 -Other ProjectsTicket Machines 250 - 250 - - - - 250 -

North Richmond Public Plaza 20 20 - - - - 20 - -


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Total Other Projects 270 20 250 - - - 20 250 -Total Other General Assets 1,465 20 1,445 - - - 662 803 -

Total New Capital Works 2016/17 35,722 10,215 25,021 485 - 1,281 8,122 12,819 13,500


Works carried forward from the 2015/16 year

Asset expenditure type Summary of funding sources

Capital Works Area

Project cost New Renewa

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s Contribution

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cash Borrowi

ngs

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $'00

0 $'000

BUILDINGSNorth Fitzroy Community Hub Project 4,680 4,680 - - - - - 4,680 -Richmond Recreation Centre 100 - 100 - - - - 100 -Total Buildings 4,780 4,680 100 - - - - 4,780 -OPEN SPACE INFRASTRUCTURERushall Reserve 600 600 - - - - - 600 -Williams Reserve 405 - 405 - - - - 405 -Total Open Space Infrastructure 1,005 600 405 - - - - 1,005 -INFORMATION SYSTEMSGIS 140 - - 140 - - - 140 -Total Information Systems 140 - - 140 - - - 140 - TOTAL CARRIED FWD WORKS 2015/16 5,925 5,280 505 140 - - - 5,925 -


Summary

Asset expenditure type Summary of funding sources

Capital Works Area Project cost New Renewa

l Upgrad

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n Grant

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s Council

cash Borrowing

s $’000 $’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000

6.3 SummaryBUILDINGS 18,153 10,640 7,462 51 - 50 - 4,603 10,378ROAD INFRASTRUCTURE 10,183 220 9,529 434 - 1,231 291 8,611 3,122OPEN SPACE INFRASTRUCTURE 8,174 4,835 3,339 - - - 7,169 1,005 -INFORMATION SYSTEMS 3,202 - 3,062 140 - - - 3,202 -LIBRARY RESOURCES 470 - 470 - - - - 470 -OTHER GENERAL ASSETS 1,465 20 1,445 - - - 662 803 -TOTAL CAPITAL WORKS 41,647 15,715 25,307 625 - 1,281 8,122 18,744 13,500


7 Rates and charges

This section presents information about rates and charges which the Act and the Regulations require to be disclosed in the Council’s annual budget.


Rates and charges

In developing the Strategic Resource Plan (referred to in Section 14.), rates and charges were identified as an important source of revenue, accounting for 57.9% of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The State Government have introduced the Fair Go Rates System (FGRS) which sets out the maximum amount councils may increase rates in a year. For 2016/17 the FGRS cap has been set at 2.5%. The cap applies to both general rates and municipal charges and is calculated on the basis of council’s average rates and charges.

The level of required rates and charges has been considered in this context, with reference to Council's other sources of income and the planned expenditure on services and works to be undertaken for the Victorian community.

While maintaining service levels and a strong capital expenditure program, the average general rate and the municipal charge will increase by 2.5% in line with the rate cap. This will raise total rates and charges for 2016/17 of $101.9 million, including $1.6 million generated from supplementary rates.

7.1.1 The rate in the dollar to be levied as general rates under Section 158 of the Act for each type or class of land compared with the previous financial year

Type or class of land 2015/16 2016/17cents/$NAV cents/$NAV Change

General rates 0.04622 0.04136 -10.51%

7.1.2 The estimated total amount to be raised by general rates in relation to each type or class of land, and the estimated total amount to be raised by general rates, compared with the previous financial year

Type or class of land 2015/16 2016/17$ $ Change

Residential 68,006,859 73,177,948 7.6%Commercial 21,058,552 20,413,578 -3.1%Industrial 6,771,611 6,772,212 0%

Total amount to be raised by general rates 9583702210036373

84.5%


7.1.3 The number of assessments in relation to each type or class of land, and the total number of assessments, compared with the previous financial year

Type or class of land 2015/16 2016/17 Change

Residential 42,116 44,292 5.2%Commercial 5,664 5,747 1.5%Industrial 1,590 1,561 -1.8%Total number of assessments 49,370 51,600 4.5%

7.1.4 The basis of valuation to be used is the Net Annual Value (NAV)

7.1.5 The estimated total value of each type or class of land, and the estimated total value of land, compared with the previous financial year

Type or class of land 2015/16 2016/17 $ $ Change

Residential 1,471,364,535 1,769,292,746 20.25%Commercial 455,615,720 493,546,350 8.32%Industrial 146,508,290 163,734,240 11.76%Total value of land 2,073,488,545 2,426,573,336 17.03%

7.1.6 The rate or unit amount to be levied for each type of service rate or charge under Section 162 of the Act compared with the previous financial year

Type of Charge

Per Rateable Property

Per Rateable Property

2015/16 2016/17 Change$ $

Non Rateable Garbage Charge 335 348 3.9%Bridge Road Charge 100 127 132 3.9%Bridge Road Charge 150 195 203 4.1%Bridge Road Charge 250 324 337 4.0%Total 981 1,020 4.0%


7.1.7 The estimated total amount to be raised by each type of service rate or charge, and the estimated total amount to be raised by service rates and charges, compared with the previous financial year

Type of Charge 2015/16 2016/17 Change$ $

Non Rateable Garbage Charge 49,580 56,724 14.4%Bridge Road Charge 100 8,509 8,712 2.4%Bridge Road Charge 150 11,505 11,977 4.1%Bridge Road Charge 250 149,364 155,020 3.8%Total 218,958 232,433 6.2%

7.1.8 The estimated total amount to be raised by all rates and charges compared with the previous financial year

2015/16 2016/17 Change $ $

General rates 95,861,022 100,363,738 4.7%

Supplementary Rates 2,000,000 1,600,000 -20.0%

Rates and charges 97,861,022 101,963,738 4.2%

7.1.9 Any significant changes that may affect the estimated amounts to be raised by rates and charges

There are no known significant changes which may affect the estimated amounts to be raised by rates and charges. However, the total amount to be raised by rates and charges may be affected by:

The making of supplementary valuations (2016/17: estimated $1,600,000 and 2015/16: $2,000,000)

The variation of returned levels of value (e.g. valuation appeals) Changes in use of land such that rateable land becomes non-rateable land and vice versa Changes in use of land such that residential land becomes business land and vice versa.


Budget Analysis

The following reports provide detailed analysis to support and explain the budget reports in the previous section.

This section includes the following analysis and information:

1 Summary of financial position2 Budget influences3 Analysis of operating budget4 Analysis of budgeted cash position5 Analysis of capital budget6 Analysis of budgeted financial position7 Strategic resource plan8 Summary of other strategies9 Rating strategy


8 Summary of financial position

Council has prepared a Budget for the 2016/17 financial year which seeks to balance the demand for services and infrastructure with the community’s capacity to pay. Key budget information is provided below about the rate increase, operating result, services, cash and investments, capital works, financial position, financial sustainability and strategic objectives of the Council.

Total rates and charges

A = Actual F = Forecast B = Budget SRP = Strategic Resource Plan estimates

For 2016/17 a rate increase of 2.5% is proposed, raising total rates of $101.9 million including $1.6 million of supplementary rates.

This will result in an increase in total revenue from rates and service charges of 4.2%. This increase will go toward maintaining service levels and meeting the cost of a number of external influences affecting the operating budget including:

EBA negotiated wage increases; Additional costs imposed by other layers of Government (such as Landfill Levy; Fire Services

Property Levy administration; fees and charges for various services such as VicRoads data for parking enforcement activities);

Higher costs of materials and contracted services; and Maintenance costs associated with existing Council infrastructure.

This rate increase is in line with the rate cap set by the Minister for Local Government. (The rate increase for the 2015/16 year was 4.5%). Refer also Sections 7 and 10 for more information.


Operating result

The expected operating result for the 2016/17 year is a surplus of $5.05 million, which is a decrease of $4.4 million over the 2015/16 forecast. This surplus provides the necessary cash resources to fund Council’s significant capital works program for 2016/17.The lower operating result is mainly due to expected increases in a number of fees, including increased waste management collection, recycling and disposal costs. The adjusted underlying result, which excludes items such as non-recurrent capital grants and non-cash contributions, is a surplus of $0.57 million, which is a decrease of $3.9 million over 2015/16 forecast– refer to Section 10 of this summary for further information. (The forecast operating result for the 2015/16 year is a surplus of $9.49 million).

Services

76.90 81.20

95.52 96.95 98.41 99.88

0.0

20.0

40.0

60.0

80.0

100.0

120.0

A2014/15 F2015/16 B2016/17 SRP2017/18 SRP2018/19 SRP2019/20

net c

ost $

M

The net cost of services delivered to the community for the 2016/17 year is expected to be $95.52 million which is an increase of $14.3 million over 2015/16. The main reason for this increase is the lower rate increase and lower income expected, as well as increased costs of providing a number of services, including waste management. For the 2016/17 year, service levels have been maintained and a number of initiatives proposed. (The forecast net cost for the 2015/16 year is $81.2 million).

Refer Section 2 for a list of services.


Cash and investments

22.4424.32

30.96 32.16 33.7637.60

0.0

10.0

20.0

30.0

40.0

A2014/15 F2015/16 B2016/17 SRP2017/18 SRP2018/19 SRP2019/20

cash

on

hand

$M

Cash and investments are expected to increase by $6.64 million during the year to $30.96 million as at 30 June 2017. This is mainly due to new borrowings anticipated through the financial year in line with Council’s financial strategy. (Cash and investments are forecast to be $24.32 million as at 30 June 2016).

Refer also Section 3.4 for the Statement of Cash Flows and Section 11 for an analysis of the cash position.

Capital works

The capital works program for the 2016/17 year is expected to be $41.65 million of which $6 million relates to projects which will be carried forward from the 2015/16 year. The carried forward component is fully funded from the 2015/16 budget. Of the $41.65 million of capital funding required, $1.28 million will come from external grants, $8.12 million from contributions, $13.5 million from borrowings, with the balance of $18.7 million from Council cash. The capital expenditure program has been set and prioritised based on a rigorous process of consultation that has enabled Council to assess needs and develop sound business cases for each project. This year's program includes a number of major building projects including the completion of the North Fitzroy Library and Community Hub project (Capital works is forecast to be $33.09 million for the 2015/16 year).


The graph below sets out the required and actual asset renewal over the life of the current Strategic Resource Plan and the renewal backlog and indicates that there is not currently a backlog (i.e.: Council is spending more than required on its renewal program).

The asset renewal program has been increased to $25.5 million in the 2016/17 year which exceeds the expected renewal required.

Refer also Section 3.5 for the Statement of Capital Works and Section 12 for an analysis of the capital budget.

Financial position

The financial position is expected to improve with net assets (net worth) to increase by $7.2 million to $1,584 million as at 30 June 2017. This is mainly due to the capitalisation of infrastructure expenditure as part of the capital works program. (Net assets is forecast to be $1,577 million as at 30 June 2016).

Refer also Section 3.2 for the Balance Sheet and Section13 for an analysis of the budgeted financial position.


Financial sustainability

A high level Strategic Resource Plan for the years 2017/18 to 2019/20 has been developed to assist Council in adopting a budget within a longer term prudent financial framework. The key objective of the Plan is financial sustainability in the medium to long term, while still achieving the Council’s strategic objectives as specified in the Council Plan. The adjusted underlying result, which is a measure of financial sustainability, shows a decrease between 2015/16 and 2016/17 however an increasing surplus over the four year period from 2016/17.

Refer Section 14 for more information on the Strategic Resource Plan.


Strategic objectives

The Annual Budget includes a range of services and initiatives to be funded that will contribute to achieving the strategic objectives specified in the Council Plan. The above graph shows the level of funding allocated in the budget to achieve the strategic objectives as set out in the Council Plan for the 2016/17 year.

The services that contribute to these objectives are set out in Section 2.


9 Budget influences

This section sets out the key budget influences arising from the internal and external environment within which the Council operates.

Snapshot of Yarra

The City of Yarra is an inner metropolitan municipality which is home to a diverse community of people. Yarra is one of Australia's smallest inner city municipalities at 19.5 square kilometres, and features lively arts and entertainment precincts, vibrant shopping and café strips, and numerous sports and recreational facilities.

The City of Yarra was created in June 1994. The new municipality merged the former municipalities of: Collingwood; Richmond; Fitzroy; (including the annexed part of Carlton North); Northcote (Alphington & Fairfield: South of Heidelberg Road only).

Yarra is made up of three wards - Langridge Ward, Melba Ward and Nicholls Ward. Each ward has three Councillors who are democratically elected for a four-year term. Council is responsible for maintaining essential community infrastructure and delivers a wide range of services, including street cleaning, maintenance of parks and gardens, and home and community care to a diverse and eclectic community.

PopulationYarra has a population of 86,506 (at 30 June 2014) and a diverse community profile. Over the previous decade, the City’s population had been growing at an average rate of 3.6%, almost double the rate of growth for Victoria. Yarra’s forecast population growth is about 1.3% each year over the next 18 years, predicted to reach an estimated population of 110,512 by 2031.

Cultural diversityYarra is a culturally and linguistically diverse municipality. Many different cultural groups live in Yarra and many different languages are spoken at home by residents.

Housing Most Yarra residents (52%) live in medium density housing, while 26% occupy high density dwellings and 21% live in detached houses. House prices in Yarra have risen dramatically in recent years.

Yarra also has a significant amount of public housing, with 33% of Victoria’s high-rise public housing located in Yarra in 2011. There are just under 5,000 public housing dwellings in the city and these make up 11% of Yarra’s households, and 6% of all Victoria’s public housing stock.

Education and occupationOverall, Yarra has a well-educated population. More Yarra residents hold a degree or higher qualification (45% of those 15 years or older) than the Greater Melbourne average (24%). Employment rates among Yarra residents are relatively high, with at least 69% of residents aged 15 years and over (45,198 people) in the labour force. The main employment groups are professionals (43%), managers (15%) and clerical and administrative roles (12%).

Council AssetsCouncil manages approximately $1,511 million worth of assets, road and infrastructure includes 260 kilometres of road pavement, 491 kilometres of footpaths, 491 kilometres of kerb and channel, 170 kilometres of storm water pipes and 85 kilometres of laneways.

Council’s community and recreation services requires for the management and upkeep of 161 buildings and structures. There are 3 Town Halls, 5 Libraries, 3 Swimming Pools & Recreation Centres, 3 neighbourhood houses, 10 childcare centres, 230 hectares of open space, 35 playgrounds and 15 sporting fields maintained.


Budget implicationsAs a result of Yarra’s demographic profile there a number of budget implications in the short and long term:

Over time, the changing demographics of Yarra will continue to result in demand for different services and service levels. The long term budgetary planning process needs to factor in these changes, particularly when considering capital infrastructure (like, for example: North Fitzroy Community Hub, GTV 9 community centre, new parks and open space, etc.) to support service delivery;

The constant stream of higher density development in Yarra results in the need to replace infrastructure such as drains, pathways and other community facilities to cater for the higher density. These costs are generally funded from rates, while some are borne by developers. However, the income received from new dwellings does not fully offset the significant net infrastructure costs into the future; and

More than 6% of ratepayers are entitled to the pensioner rebate. As pensioners are often asset rich but income poor, the adoption of significant rate increases has a real impact on the disposable income of a significant proportion of our community. Council has hardship provisions in place but these can impact on cash balances when large volumes of ratepayers are involved. In addition, Council provides services to older people such as ‘Home Help’ and ‘Delivered Meals’ which are subsidised.

External influences

In preparing the 2016/17 budget, a number of external influences have been taken into consideration, because they are likely to impact significantly on the services delivered by Council in the budget period. These include:

Consumer Price Index (CPI) increases on goods and services of 2.5% per annum; Continued financial commitment to the employee Enterprise Agreement which was

renegotiated effective from the 2013/14 year (for 4 years) – this is the final year of the agreement;

Council’s obligations in regard to servicing debt funding under the current arrangement (LGFV) and modelling repayment levels over a longer term to support cash flow requirements in earlier years ensuring appropriate liquidity levels,

Administration of the Fire Services Property Levy which will continue to be collected by Council on behalf of the State Government;

Cost Shifting occurs where Local Government provides a service to the community on behalf of the State and Federal Government. Over time the funds received by local governments do not increase in line with real cost increases. Examples of services that are subject to Cost Shifting include school crossing supervision, Library services and Home and Community Care for aged residents. In all these services the level of payment received by Council from the State Government does not reflect the real cost of providing the service to the community;

Introduction of the Fair Go Rates system which caps rate increases at 2.5% for 2016/17. Other state government imposed levies, including the Landfill Levy, which impost on Council.

Internal influences

As well as external influences, there are also a number of internal influences that are expected to have a significant impact on the preparation of the 2016/17 Budget. These matters have arisen from events occurring in the 2015/16 year resulting in variances between the forecast actual and budgeted results for that year and matters expected to arise in the 2016/17 year. These matters are set out below:

Maintaining and improving existing services to meet competing demands; Wage increases resulting in additional employee costs; Additional staffing levels to support service delivery, some of which has a consequential

positive income impact;


Above CPI increases in the cost of raw materials and some contract expenditures; and The costs of upgrading and maintaining Council infrastructure to meet community

expectations.

Budget principles

In response to the external and internal influences, guidelines were prepared and distributed to all Council officers with budget responsibilities. The guidelines set out the key budget principles upon which the officers were to prepare their budgets. The principles included:

Existing fees and charges to be increased in line with CPI, market level or service cost increases, concession fees to be maintained;

Grants to be based on confirmed funding levels; New revenue sources to be identified where possible; Service levels to be maintained at 2015/16 levels with an emphasis on innovation, efficiency

and continuous improvement; Salaries and wages to be increased in line with Council’s Enterprise Bargaining agreement; Construction and material costs to increase in line with, or in some instances higher than,

CPI; New initiatives or new employee proposals which are not cost neutral to be justified through a

business case; Real savings in expenditure and increases in revenue identified in 2015/16 to be preserved;

and Life-cycle costs arising from completed 2015/16 capital projects to be included.

Long term strategies

The budget includes consideration of a number of long term strategies and contextual information to assist Council to prepare the Budget in a proper financial management context. These include:

A Strategic Resource Plan for 2017/18 to 2019/20 (section 14); Rating Information (section 15); and Other Strategies (section 16) including borrowings and asset management.


10 Analysis of operating budget

This section analyses the operating budget including expected income and expenses of the Council for the 2016/17 year.

Budgeted income statement

Forecast Actual Budget Variance 2015/16 2016/17 $’000 $’000 $’000Total income 169,887 176,192 6,305Total expenses (160,401) (171,143) (10,742)Surplus (deficit) for the year 9,486 5,048 (4,438)Grants –non-recurrent capital (462) (475) (13)Contributions - non-monetary assets 0 0 0Capital contributions - other sources (4,555) (4,000) 555Adjusted underlying surplus (deficit) 4,469 573 (3,896)

10.1.1 Adjusted underlying surplus ($3.9 million decrease)

The adjusted underlying result is the net surplus or deficit for the year adjusted for non-recurrent capital grants, non-monetary asset contributions, and capital contributions from other sources. It is a measure of financial sustainability and Council’s ability to achieve its service delivery objectives as it is not impacted by capital income items which can often mask the operating result. The adjusted underlying result for the 2016/17 year is a surplus of $0.57 million, a decrease of $3.9 million from the 2015/16 year. In calculating the adjusted underlying result, Council has excluded grants received for capital purposes which are non-recurrent and capital contributions from other sources. Contributions of non-monetary assets are excluded as the value of assets assumed by Council is dependent on the level of development activity each year.

Income

Forecast Actual Budget Variance

Income Types 2015/16 2016/17 $’000 $’000 $’000

Rates and charges 97,861 101,964 4,103Statutory fees and fines 27,385 28,617 1,232User fees 23,913 25,574 1,661Contributions - monetary 6,490 5,644 (846)Grants - operating 9,748 10,975 1,227Grants - capital 1,401 1,281 (120)Net gain on disposal of property, infrastructure, plant & equip.

650 803 153

Other income 2,439 1,334 (1,105)Total income 169,887 176,192 6,305


Source: Section 3

10.1.2 Rates and charges ($4.1 million increase)

It is proposed that income raised by all rates and charges be increased by 4.2% or $4.1 million over 2016/17 to $101.96 million. This includes increases of General Rates of 2.5% (following the Fair Go Rates system) and supplementary rates of $1.6 million.

The increase in General Rates is reflective of the continuing higher costs of providing Council services impacted by:

EBA negotiated wage increases;


Additional costs imposed by the other layers of Government (such as, but not limited to: Landfill levy, Fire Services Property Levy administration, fees and charges for services such as VicRoads data for parking enforcement activities);

Higher costs of materials and contracted services; and Maintenance costs associated with existing Council infrastructure.

Section 7 – Rates and Charges - includes a more detailed analysis of the rates and charges to be levied for 2016/17 and the rates and charges information specifically required by the Regulations.

10.1.3 Statutory fees and fines ($1.23 million increase)

Statutory fees relate mainly to parking fines. Increases in statutory fees are made in accordance with legislative requirements.

Statutory fees are forecast to increase by 4.5% or $1.23 million compared with 2015/16. This is mainly due to the expected increase in fines following the implementation of the new parking technology.

A listing of statutory fees is included in Appendix A.

10.1.4 User fees ($1.66 million increase)

User charges relate mainly to the recovery of service delivery costs through the charging of fees to users of Council’s services. These include separate rating schemes, use of leisure, entertainment and other community facilities and the provision of human services such as family day care and home help services. In setting the budget, the key principle for determining the level of user charges has been to ensure that increases are reflective of the increase in service costs.

User charges are projected to increase by 6.95% or $1.66 million over 2015/16. The main area contributing to the increase is leisure services ($0.31 million) due to expected increased patronage of Council facilities. Council has also anticipated an increase in fees for Construction with regard to building permits and road occupation fees and permits ($0.8 million).

A detailed listing of fees and charges is included in Appendix A.

10.1.5 Contributions - monetary ($0.84 million decrease)

Contributions mainly relate to monies paid by developers in regard to public resort and recreation, drainage and car parking in accordance with planning permits issued for property development.

Contributions are projected to decrease by $0.84 million or 13% compared with 2015/16 due mainly to the completion of a number of major property developments within the municipality during the 2015/16 year.

10.1.6 Net gain on disposal of property, infrastructure, plant and equipment ($0.15 million increase)

Net proceeds from the disposal of Council assets is forecast to be $0.8 million for 2016/17 and relate mainly to the planned cyclical replacement of part of the plant and vehicle fleet

10.1.7 Other income ($1.1 million decrease)

Other income relates to a range of items such as private works, cost recoups and other miscellaneous income items.

Other income is forecast to decrease by 45.3% or $1.1 million compared with 2015/16. This is mainly due to the sales of Council held laneways which were undertaken in 2015/16.


Expenses

Forecast Actual Budget VarianceExpense Types 2015/16 2016/17 $’000 $’000 $’000Employee costs 72,765 76,650 3,885Materials and services 63,506 68,253 4,747Bad and doubtful debts 2,120 2,540 420Depreciation and amortisation 20,499 21,561 1,062Borrowing costs 1,511 2,139 628Total expenses 160,401 171,143 10,742

Source: Section 3


10.1.8 Employee costs ($3.89 million increase)

Employee costs include all labour related expenditure such as wages and salaries and on-costs such as allowances, leave entitlements, employer superannuation, rostered days off, and agency staff.

Employee costs are forecast to increase by 5.3% or $3.89 million compared with 2015/16. This increase is mainly due to: Application of the final increase of Council’s Enterprise Bargaining Agreement (EBA) of 4%; Increases for increments for staff not at the top of bands; Increases in staff numbers to provide essential services in Planning and Placemaking,

Community Wellbeing and City Works and Assets;

A summary of planned human resources expenditure categorised according to the organisational structure of Council is included below:

Comprises

BudgetPermanen

tPermanent

Department 2016/17 Full Time Part Time $'000 $'000 $'000CEO 7,100 5,742 1,358Corporate, Business and Financial Services

17,464 14,461 3,003

Community Wellbeing 20,268 14,209 6,059City Works & Assets 11,302 10,905 397Planning & Placemaking 9,170 8,350 820Total permanent staff expenditure 65,305 53,668 11,637Casuals and other expenditure 10,219Capitalised labour costs 1,126Total expenditure 76,650

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

Budget Comprises 2016/17 Permanent PermanentDepartment FTE Full Time Part TimeCEO 69.55 54 15.6Corporate, Business and Financial Services

185.19 143.96 41.2

Community Wellbeing 241.29 166.35 74.9City Works & Assets 115.27 111.32 4.0Planning & Placemaking 86.31 78.18 8.1Total 697.61 553.81 143.8Casuals and other 107.36Capitalised labour costs 12Total staff 816.97


10.1.9 Materials and services ($4.75 million increase)

Materials and services include the purchases of consumables, payments to contractors for the provision of services and utility costs. Materials and services are forecast to increase by 7.5% or $4.75 million compared with 2015/16.

The increase is mainly due to the Council waste management contracts, cleaning contracts, and anticipated legal expenses.

10.1.10 Bad and doubtful debts ($0.42 million increase)

Bad and doubtful debts is projected to increase by $0.42 million or 19.81% compared with 2015/16 due mainly to an increase in parking fines forwarded to the Infringements Court for collection and a consequent reduction in collection rates.

10.1.11 Depreciation and amortisation ($1.06 million increase)

Depreciation is an accounting measure which attempts to allocate the value of an asset over its useful life for Council’s property, plant and equipment including infrastructure assets such as roads and drains. The increase of $1.06 million for 2016/17 is due mainly to the completion of the 2015/16 capital works program and the full year effect of depreciation on the 2015/16 capital works program. Refer to Section 6. ‘Analysis of Capital Budget’ for a more detailed analysis of Council’s capital works program for the 2016/17 year.

10.1.12 Borrowing costs ($0.63 million increase)

Borrowing costs relate to interest charged by financial institutions on funds borrowed. The increase in borrowing costs results from the existing borrowings of $32.5 million, as well as a planned increase of $13.5 million in 2016/17.


11 Analysis of budgeted cash position

This section analyses the expected cash flows from the operating, investing and financing activities of Council for the 2016/17 year. Budgeting cash flows for Council is a key factor in setting the level of rates and providing a guide to the level of capital expenditure that can be sustained with or without using existing cash reserves.

The analysis is based on three main categories of cash flows: Operating activities - Refers to the cash generated or used in the normal service delivery

functions of Council. Cash remaining after paying for the provision of services to the community may be available for investment in capital works, or repayment of debt

Investing activities - Refers to cash generated or used in the enhancement or creation of infrastructure and other assets. These activities also include the acquisition and sale of other assets such as vehicles, property and equipment

Financing activities - Refers to cash generated or used in the financing of Council functions and include borrowings from financial institutions and advancing of repayable loans to other organisations. These activities also include repayment of the principal component of loan repayments for the year.

Budgeted cash flow statement


2015/16 2016/17 $’000 $’000 $’000

Cash flows from operating activities Receipts Rates and charges 97,715 101,846 4,131User fees and fines 50,860 52,437 1,577Grants - operating 9,748 10,976 1,228Grants - capital 1,401 1,281 (120)Interest 405 469 64Other receipts 6,490 5,644 (846)Payments Employee costs (70,946) (74,733) (3,788)Other payments (63,506) (68,252) (4,746) (134,452) (142,985) (8,533)Net cash provided by operating activities 32,167 29,666 (2,500)Cash flows from investing activities Payments for property, infrastructure, plant & equip. (29,558) (38,903) (9,345)Proceeds from sale of property, infrastructure, plant & equipment 788 5,603 4,815Net cash used in investing activities (28,770) (33,300) (4,530)Cash flows from financing activities Finance costs (1,511) (2,139) (628)Proceeds from borrowings 0 13,500 13,500Repayment of borrowings 0 (1,091) (1,091)Net cash used in financing activities (1,511) 10,270 11,781Net decrease in cash and cash equivalents 1,885 6,637 4,751Cash and cash equivalents at the beginning of the year 22,435 24,320 1,885Cash and cash equivalents at end of the year 24,320 30,957 6,637


11.1.1 Operating activities ($2.5 million decrease)

The decrease in cash inflows from operating activities is due mainly to a decrease in other receipts (including reimbursements and contributions) as well as an increase in other payments due to higher waste contract costs and legal settlements and higher employee costs. These were partly offset with higher collections from rates and user fees and fines.

The net cash flows from operating activities does not equal the surplus (deficit) for the year as the expected revenues and expenses of the Council include non-cash items which have been excluded from the Cash Flow Statement. The budgeted operating result is reconciled to budgeted cash flows available from operating activities as set out in the following table.


2015/16 2016/17 $’000 $’000 $’000

Surplus (deficit) for the year 9,486 5,048 (4,438)Depreciation 20,499 21,561 1,062Loss (gain) on disposal of property, infrastructure, plant & equipment 650 803 153Finance costs 1,511 2,139 628Net movement in current assets and liabilities 21 115 94Cash flows available from operating activities 32,167 29,666 (2,501)

11.1.2 Investing activities ($4.53 million increase)

The large increase in payments for investing activities represents the planned large increase in capital works expenditure disclosed in Section 10 of this budget report. Proceeds from sale of assets are forecast to increase by $4.8 million due to proposed settlement of land sales during 2016/17.

11.1.3 Financing activities ($11.78 million increase)

New borrowings of $13.5 million are proposed during 2016/17. The total of principal repayments is projected to be $1.09 million and finance charges is projected to be $2.14 million.

11.1.4 Cash and cash equivalents at end of the year ($6.64 million increase)

Overall, total cash and investments is forecast to increase by $6.64 million to $30.96 million as at 30 June 2017, reflecting Council’s strategy of using excess cash and investments to enhance existing assets and create new infrastructure. This is consistent with Council’s Strategic Resource Plan (see Section 8), which forecasts a reduction in the capital works program from 2017/18 onwards to balance future cash budgets.


Restricted and unrestricted cash and investments

Cash and cash equivalents held by Council are restricted in part, and not fully available for Council’s operations. The budgeted cash flow statement above indicates that Council is estimating at 30 June 2017 it will have cash and investments of $30.96 million, which has been restricted as shown in the following table.


2015/16 2016/17 $’000 $’000 $’000

Total cash and investments 24,320 30,957 6,637Restricted cash and investments - Statutory reserves (17,091) (12,091) 5,000- Cash held to carry forward capital works (6,000) 0 6,000- Trust funds and deposits (1,000) (1,000) 0Unrestricted cash and investments 229 17,866 17,637- Discretionary reserves 0 0 0Unrestricted cash adjusted for discretionary reserves 229 17,866 17,637

11.1.5 Statutory reserves ($12.09 million)

These funds must be applied for specified statutory purposes in accordance with various legislative requirements. While these funds earn interest revenues for Council, the funds are not available for other purposes.

11.1.6 Cash held to fund carry forward capital works

At this stage there are no funds forecast to be held at 30 June 2017 to fund capital works budgeted but not completed in the financial year. Section 6.2 contains further details on capital works funding.

11.1.7 Unrestricted cash and investments ($17.87 million)

The amount shown is in accordance with the definition of unrestricted cash included in Section 3 of the Regulations which excludes statutory reserves, carry forward capital project funding and trust funds from the total cash balance held at the end of each year to determine the unrestricted cash component.

11.1.8 Discretionary reserves ($0 million)

There is no amount shown as discretionary reserves, as Council does not anticipate the need for the use of a discretionary reserve in 2016/17.

Discretionary reserves are predominantly earmarked by Council through a resolution and not restricted by a statutory purpose. Any decisions about future use of these funds would be reflected in Council’s Strategic Resource Plan and any changes in future use of the funds would be made in the context of the future funding requirements set out in the plan.

11.1.9 Unrestricted cash adjusted for discretionary reserves ($17.87 million)

These funds are free of all specific Council commitments and represent funds available to meet daily cash flow requirements, unexpected short term needs and any budget commitments which will be expended in the following year such as grants and contributions. Council regards these funds as the minimum necessary to ensure that it can meet its commitments as and when they fall due without borrowing further funds.



12 Analysis of capital budget

This section analyses the planned capital works expenditure budget for the 2016/17 year and the sources of funding for the capital budget. Further detail on the capital works program can be found in Section 6.

Capital works expenditure

Forecast Actual Budget VarianceCapital Works Areas 2015/16 2016/17 $’000 $’000 $’000Works carried forward Buildings 0 4,780 4,780 Open Space Infrastructure 0 1,005 1,005 Information Systems 0 140 140Total works carried forward 0 5,925 5,925New works Buildings 14,730 13,373 (1,357)Road Infrastructure 9,456 10,183 727Open Space Infrastructure 3,910 7,169 3,259Information Systems 2,587 3,062 475Library Resources 774 470 (304)Other General Assets 1,631 1,665 (166)Total new works 33,089 35,722 2,633Total capital works expenditure 33,089 41,647 8,558Represented by: New asset expenditure 10,475 15,715 5,240Asset renewal expenditure 20,931 25,306 4,375Asset upgrade expenditure 1,682 625 (1,057)Asset expansion expenditure 0 0 0Total capital works expenditure 33,089 41,647 8,558


Source: Section 3. A more detailed listing of the capital works program is included in Section 6.

12.1.1 Carried forward works ($5.93 million)

At the end of each financial year there are projects which are either incomplete or not commenced due to factors including planning issues, weather delays and extended consultation. For the 2015/16 year it is forecast that $5.93 million of capital works will be incomplete and be carried forward into the 2016/17 year. The most significant project is the North Fitzroy Library and Community Hub development ($4.9 million).

12.1.2 Buildings ($13.37 million)

The category comprises buildings and building improvements including community facilities, municipal offices, sports facilities and pavilions.

For the 2016/17 year, $13.37 million will be expended on building and building improvement projects. The more significant projects include completion of the North Fitzroy Library and Community Hub project ($5.0 million), Roof restorations at Collingwood and Fitzroy Town Halls ($2.20 million), Richmond Recreation Centre redevelopment works ($0.88 million), Adaptive Assets Program ($0.75 million), Fitzroy Pool and Spa Works ($0.7 million) and Parking Sensor Technology ($0.75 million).

12.1.3 Road Infrastructure ($10.18 million)

Infrastructure includes roads, bridges, footpaths and cycle ways, drainage, car parks and other structures.

For the 2016/17 year, $9.96 million will be expended on road projects. The more significant projects include road re-sheeting works ($2.80 million), footpaths ($2.41 million), drainage works ($1.37 million), kerb and channel works ($0.96 million) and lanes ($0.91 million).

12.1.4 Open Space Infrastructure ($7.17 million)

Open Space Infrastructure includes recreation, leisure and community facilities, parks, open space and streetscapes.


For the 2016/17 year, $7.17 million will be expended on open space infrastructure projects. The more significant projects include playgrounds ($0.82 million), sports reserve improvements ($0.96 million), land acquisition ($3.4 million), arboriculture ($0.40 million) and pathways and parks ($0.84 million).

12.1.5 Information Systems, Library Resources and Other General Assets ($5 million)

For the 2016/17 year, $3.06 million will be expended on information systems, $0.47 million on library resources and $1.69 million on other general assets.

12.1.6 Asset renewal ($25.3 million), new assets ($15.7 million), and upgrade ($0.63 million)

A distinction is made between expenditure on new assets, asset renewal and upgrade. Expenditure on asset renewal is expenditure on an existing asset, or on replacing an existing asset that returns the service of the asset to its original capability. Expenditure on new assets does not have any element of upgrade of existing assets but will result in an additional burden for future operation, maintenance and capital renewal.

Funding sources

Forecast Actual Budget VarianceSources of funding 2015/16 2016/17 $’000 $’000 $’000Works carried forward Current year funding Council cash 0 5,925 5,925Total works carried forward 0 5,925 5,925

New works Current year funding Grants 1,401 1,281 (120)Contributions 4,500 8,122 3,622Borrowings 0 13,500 13,500Council cash 27,188 12,769 (14,419)Total new works 33,089 35,672 2,583Total funding sources 33,089 41,647 8,508


Source: Section 6

12.1.7 Carried forward works ($5.93 million)

For the 2015/16 year it is forecast that $5.93 million of capital works will be incomplete and be carried forward into the 2016/17 year. Significant funding is required for the North Fitzroy Library and Community Hub works which has commenced and initially sourced from Council cash ($4.68 million).

12.1.8 Grants and contributions ($9.4 million)

Capital grants include all monies received from State and Federal sources for the purposes of funding the capital works program. Significant grants and contributions are budgeted to be received for the Roads to Recovery and Black Spot Program ($1.2 million) and North Fitzroy Library and Community Hub ($0.05 million). Contributions include developer contributions received for open space development

12.1.9 Council borrowings ($13.50 million)

Council intends on borrowing $13.50 million mainly to fund the North Fitzroy Library and Community Hub development, which has commenced and will be constructed over 2 financial years, and borrowings to fund other key capital works projects planned during the year.

12.1.10 Council cash - proceeds from sale of assets ($5.7 million)

Proceeds from sale of assets include property and motor vehicle sales.

12.1.11 Council cash - reserve cash ($7.1 million)

Council has cash reserves, which it is currently using to fund its annual capital works program. The reserves include monies set aside for specific purposes such as Open Space acquisition and development. Council generates cash from its operating activities, which is used as a funding source for the capital works program. It is forecast that $7.1 million will be generated from operations to fund the 2016/17 capital works program.


13 Analysis of budgeted financial position

This section analyses the movements in assets, liabilities and equity between 2015/16 and 2016/17. It also considers a number of key financial performance indicators.

Budgeted balance sheet

Forecast Actual Budget Variance 2015/16 2016/17 $’000 $’000 $’000Current assets Cash and cash equivalents 24,320 30,957 6,637Trade and other receivables 11,523 11,734 211Financial assets 0 0 0Other assets 1,512 1,513 1Total current assets 37,356 44,204 6,848 Non-current assets Trade and other receivables 25 25 0Investments in associates and joint ventures

230 2300

Property, infrastructure, plant and equipment 1,607,191 1,620,956 13,764Total non-current assets 1,607,446 1,621,211 13,764Total assets 1,644,802 1,665,415 20,613 Current liabilities Trade and other payables 16,158 16,320 (162)Trust funds and deposits 4,667 4,900 (233)Provisions 12,672 13,230 (558)Interest-bearing loans and borrowings 0 1,142 (1,142)Total current liabilities 33,497 35,591 (2,094) Non-current liabilities Provisions 2,014 2,102 (89)Interest-bearing loans and borrowings 32,500 43,767 (11,267)Total non-current liabilities 34,514 45,870 (11,356)Total liabilities 68,011 81,461 (13,450)Net assets 1,576,791 1,583,954 7,163 Equity Accumulated surplus 590,534 602,697 12,163Reserves 986,257 981,257 (5,000)Total equity 1,576,791 1,583,954 7,163

Source: Section 3

13.1.1 Current Assets ($6.85 million increase) and Non-Current Assets ($13.76 million decrease).

Cash and cash equivalents include cash and investments such as cash held in the bank and in petty cash and the value of investments in deposits or other highly liquid investments. These balances are projected to increase during the year after funding the capital works program. Non-current assets are


expected to increase due to the capitalisation of infrastructure expenditure as part of the capital works program planned for the year.

13.1.2 Current Liability ($2.09 million increase) and Non-Current Liability ($11.35 million decrease)

Trade and other payables are those to whom Council owes money as at 30 June. These liabilities are budgeted to slightly increase from 2015/16 levels.

Provisions include accrued long service leave, annual leave and rostered days off owing to employees. These employee entitlements are only expected to increase marginally due to more active management of entitlements despite factoring in an increase for Collective Agreement outcomes.

Current and non-Current liability is expected to increase mainly due to loan liability which has principle and interest payments scheduled over the life of the new loan facility.

13.1.3 Equity ($7.16 million increase)

Accumulated surplus is expected to be $12.16 million higher as a result of the projected operating surplus which is required as funding for the capital works program. The Open Space Reserve is expected to reduce due to asset acquisitions planned during the year.

Key assumptions

In preparing the Balance Sheet for the year ending 30 June 2017 it was necessary to make a number of assumptions about assets, liabilities and equity balances. The key assumptions are as follows: A total of 99.5% of total rates and charges raised will be collected in the 2016/17 year (2015/16:

99% forecast actual) Trade creditors to be based on total capital and operating expenditure. Payment cycle is 30 days Other debtors and creditors to remain consistent with 2015/16 levels Proceeds from the sale of property in 2016/17 of $5.70 million is estimated to be received. Employee entitlements to be increased by the Collective Agreement outcome offset by the

impact of more active management of leave entitlements of staff Repayment of loan principal to be $1.09 million Total capital expenditure to be $41.65 million A total of $10 million to be transferred from reserves representing the internal funding of the

capital works program for open space works in the 2016/17 year.


Long Term Strategies

This section includes the following analysis and information

14 Strategic resource plan15 Rating information16 Other long term strategies


14 Strategic resource plan

This section includes an extract of the adopted Strategic Resource Plan (SRP) to provide information on the long term financial projections of the Council.

Plan development

The Act requires a SRP to be prepared describing both financial and non-financial resources (including human resources) for at least the next four financial years to achieve the strategic objectives in the Council Plan. In preparing the SRP, Council must take into account all other plans and strategies in regard to services and initiatives which commit financial and non-financial resources for the period of the SRP.

Council has prepared a SRP for the four years 2016/17 to 2019/20 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next four years.

The key objective, which underlines the development of the SRP, is financial sustainability in the medium to long term, while still achieving Council’s strategic objectives as specified in the Council Plan. The key financial objectives, which underpin the SRP, are:

Maintain existing service levels Achieve an operating surplus each year Maintain a strong capital expenditure program Improve Council’s cash position into the future.

In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of Sound Financial Management as contained in the Act:

Prudently manage financial risks relating to debt, assets and liabilities Provide reasonable stability in the level of rate burden Consider the financial effects of Council decisions on future generations Provide full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis to achieve the key financial objectives.

Financial resources

The following table summarises the key financial results for the next four years as set out in the SRP for years 2016/17 to 2019/20. Section 3 includes a more detailed analysis of the financial resources to be used over the four year period.

Forecast Budget Strategic Resource Plan Trend Actual Projections Indicator 2015/16 2016/17 2017/18 2018/19 2019/20 +/o/-

$’000 $’000 $’000 $’000 $’000 Surplus/(deficit) for the year 9,486 5,048 8,703 10,555 12,278 +Adjusted underlying result 4,469 573 5,059 6,887 8,585 +Cash and investments balance 24,320 30,957 32,163 33,763 37,598 +Cash flows from operations 32,167 29,666 33,890 36,186 38,787 +Capital works expenditure 33,089 41,647 36,155 38,110 34,505 o

Key to Forecast Trend:


+ Forecasts improvement in Council's financial performance/financial position indicatoro Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator

The following graph shows the general financial indicators over the four year period.

The key outcomes of the SRP are as follows:

Financial sustainability (Section 8) - Cash and investments is forecast to increase over the four year period from $30.96 million to $37.6 million, which indicates a balanced budget on a cash basis in each year

Rating levels (Section 15) – Modest rate increases are forecast over the four years at an average of 2.25%.

Service delivery strategy (Section 16) – Service levels have been maintained throughout the four year period. Operating surpluses are forecast in the years 2016/17 to 2019/20 as a result of identifying efficiency savings. However, excluding the effects of capital items such as capital grants and contributions, the adjusted underlying result is improving over the four year period. The adjusted underlying result is a measure of financial sustainability and is an important measure as once-off capital items can often mask the operating result

Borrowing strategy (Section 16) – New borrowings of $13.5 million are proposed in year 1 (2016/17). Borrowings are forecast to increase from $32.5 million to $46 million in 2016/17 with principal and interest repayments occurring over the 4 years.

Infrastructure strategy (Section 16) - Capital expenditure over the four year period will total $150.42 million at an average of $37.6 million.


15 Rating information

This section contains information on Council’s past and foreshadowed rating levels along with Council's rating structure and the impact of changes in property valuations. This section should be read in conjunction with Council’s Rating Strategy which is available on Council’s website.

Rating context

In developing the Strategic Resource Plan (referred to in Section 14), rates and charges were identified as an important source of revenue, accounting for 57.9% of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. The level of required rates and charges has been considered in this context, with reference to Council's other sources of income and the planned expenditure on services and works to be undertaken for the community.

However, it has also been necessary to balance the importance of rate revenue as a funding source with community sensitivity to increases, particularly given the change to bi-annual general revaluations, and recent significant increases in valuations and subsequently rates for some properties in the municipality. To ensure that deliberations about future rate increases have been made on an informed basis, comparisons of historical rate increases were made between Council and other similar sized Councils. The following table shows a comparison of the last five years and the average rates per capita for the 2016/17 year.

Yarra Average General Rate Rise

Year City Large Yarra City

Council* Council Council

2011/12 5.59% 6.88% 3.50%

2012/13 6.32% 6.76% 4.90%

2013/14 6.53% 7.12% 4.40%

2014/15 7.75% 6.15% 5.40%

2015/16 4.20% 6.58% 4.50%

Average increase 6.08% 6.70% 4.54%

Average per capita 2015/16 $1,094.00 $986.50*Source: Council’s Strategic Resource Plan 2016/17 to 2019/20 which includes total rate revenue raised including supplementary growth.

*Averages determined from the increase in ‘Total Budgeted Rate Revenue, Municipal Charge and Waste Management for Financial Year” in the Municipal Association of Victoria’s annual Rate Package (http://www.mav.asn.au/about-local-government/local-government-finance/Pages/council-rates-property-valuations.aspx).

The table indicates that over the past five years Council’s rate increases have been 0.6% lower than the average of other comparative councils for total rate revenue raised and the average rate per capita was $108 higher than the average of comparative councils in 2015/16.


http://www.mav.asn.au/about-local-government/local-government-finance/Pages/council-rates-property-valuations.aspx

http://www.mav.asn.au/about-local-government/local-government-finance/Pages/council-rates-property-valuations.aspx

Current year rates and charges

The following table sets out future proposed increases in revenue from rates and charges and the total rates to be raised, based on the forecast financial position of Council as at 30 June 2016.

General Total Rate Rates

Year Increase Raised % $’000

2015/16 4.5% 97,7152016/17 2.5% 101,9642017/18 2.25% 106,9392018/19 2.03% 111,3592019/20 2.03% 115,867

Rating structure

Council’s rating structure is based on a common rate for the entire municipality with no municipal charge and no separate garbage charge. The potential implementation of a municipal charge is seen by Council to be regressive in nature and not in keeping with an equitable distribution of the rate burden, or Council’s environmental, social and financial objectives.

Council applies the Net Annual Value (NAV) basis for rating which provides an equitable distribution of the rate burden for an inner-urban municipality such as Yarra, which has a high incidence of rental property.

Adoption of an alternative valuation/rating basis would require major re-education and potentially result in a significant redistribution of the rate burden, and undesirable implications for the community.

The rating strategy is premised on the utilisation of social equity mechanisms such as rebates, concessions and waivers as the most appropriate method of addressing the income-based issues of individual ratepayers.

The following table summarises the rates to be determined for the 2016/17 year. A more detailed analysis of the rates to be raised is contained in Section 7 ‘Statutory Disclosures’.

Rate type How applied 2015/16 2016/17Total

Raised$000’s

Change

General Rate Cents in $ of NAV 0.04622 0.04136 100,363 4.5%Bridge Road Charge 100 $ per property 127 132 8 4%Bridge Road Charge 150 $ per property 195 203 12 4%Bridge Road Charge 250 $ per property 324 337 155 4%Non-Rateable Garbage Charge $ per property 335 348 56 4%


General revaluation of properties

During the 2015/16 year, a revaluation of all properties within the municipality was carried out and will apply from 1 January 2016 for the 2016/17 year. The outcome of the general revaluation indicates at this stage an increase in property valuations throughout the municipality.

The next final ‘valuation return’ will be completed and reported to Council in June 2016 which will be used as the basis for striking a ‘rate in the $’ to generate general rate income for the 2016/17 year.

Further information regarding the valuation process and calculation of general rate income will be contained in the 2016/17 rate and valuation notice, which will be distributed to ratepayers in early August 2016.

In aggregate, total rates and charges will increase by 4.2% compared with 2015/16. This will be achieved by reducing the rate in the dollar to offset the 17% increase in property valuations across the municipal district following the general revaluation.


16 Summary of other strategies

This section sets out summaries of the strategies that have been developed and incorporated into the Strategic Resource Plan including borrowings, infrastructure and service delivery.

Borrowings

Council recognises that long term borrowings can be a useful tool for funding renewal of existing and major new assets. It also recognises that while borrowings enhance the capacity of Council’s short term capital program, debt repayment and borrowing costs limit the capacity of future capital programs. It is, therefore, important that the utilisation of debt as a funding tool is applied judiciously.

The SRP includes the results of an analysis of Council’s debt position against both State averages and large council averages over a number of different indicators. It also shows the results of the ‘obligations’ indicators that are part of the prescribed financial reporting indicators. The outcome of the analysis highlighted that additional debt could be accommodated.

For the 2016/17 year, Council has decided to take out new borrowings of $13.5 million to fund the capital works program. The following table sets out future proposed borrowings, based on the forecast financial position of Council as at 30 June 2016.

Year New Borrowing

s

Principal Interest Balance 30 JunePaid Paid

$’000 $’000 $’000 $’0002015/16 0 0 1511 32,5002016/17 13,500 1,091 2,139 44,9092017/18 0 1,142 2088 43,7672018/19 0 1,195 2035 42,5722019/20 0 1,250 1980 41,322

The table below shows information on borrowings specifically required by the Regulations.

2015/16$

2016/17$

Total amount borrowed as at 30 June of the prior year 32,500,000 32,500,000Total amount proposed to be borrowed 0 13,500,000Total amount projected to be redeemed 0 (1,091,000)Total amount of borrowings as at 30 June 32,500,000 44,909,000

Council has current borrowings of $32.5 million which was required to settle the Vision Super unfunded defined benefit superannuation liability; acquisition of 345 Bridge Road property; funding for the energy performance contract requirements and also acquiring the Connie Benn Centre operations. Further borrowings of $13.5 million are proposed in 2016/17 principally allocated to the North Fitzroy Community Hub project which has commenced and will be constructed over 2 financial years but also funding for other key capital works projects as detailed in the Capital works program (Section 6).


Infrastructure

The Council has developed an Infrastructure Strategy based on the knowledge provided by various Asset Management Plans, which sets out the capital expenditure requirements of Council for the next 10 years by class of asset, and is a key input to the SRP. It predicts infrastructure consumption, renewal needs and considers infrastructure needs to meet future community service expectations. The Strategy has been developed through a rigorous process of consultation and evaluation. The key aspects of the process are as follows: Long term capital planning process which integrates with the Council Plan, Strategic Resource

Plan and Annual Budget processes Identification of capital projects through the preparation of asset management plans Prioritisation of capital projects within classes on the basis of evaluation criteria Methodology for allocating annual funding to classes of capital projects Business Case template for officers to document capital project submissions.

A key objective of the Infrastructure Strategy is to maintain or renew Council’s existing assets at desired condition levels. If sufficient funds are not allocated to asset renewal then Council’s investment in those assets will reduce, along with the capacity to deliver services to the community.

At present Council is able to achieve the renewal program required with $25.5 million allocated in 2016/17, which exceeds requirements by $4.17 million. This increases to $9 million over the four year SRP period.

The following table summarises Council's forward outlook on capital expenditure including funding sources for the next four years.

Summary of funding sources

Year Total Capital

Program

Grants Contributions Council Borrowings Cash

$’000 $’000 $’000 $’000 $’0002015/16 33,089 1,401 4,500 27,188 02016/17 41,647 1,281 8,122 18,744 13,5002017/18 36,155 865 8,189 27,101 02018/19 38,110 889 7,955 29,266 02019/20 34,505 914 3,146 30,445 0

In addition to using cash generated from its annual operations, borrowings and external contributions such as government grants, Council has cash or investment reserves that are also used to fund a variety of capital projects. These reserves are either ‘statutory’ or ’discretionary’ cash reserves. Statutory reserves relate to cash and investments held by Council that must be expended on a specific purpose as directed by legislation or a funding body, and include contributions to car parking, drainage and public resort and recreation. Discretionary cash reserves relate to those cash and investment balances that have been set aside by Council and can be used at Council’s discretion, even though they may be earmarked for a specific purpose.

Service delivery

The key objectives in Council’s Strategic Resource Plan (referred to in Section 14.) which directly impact the future service delivery strategy are to maintain existing service levels and to achieve a breakeven operating result within five to six years. The Rating Information (see Section 15.) also refers to modest rate increases into the future. With these key objectives as a basis, a number of internal and external influences have been identified through discussions with management which will have a significant impact on the scope and level of services to be provided over the next four years.


The general influences affecting all operating revenue and expenditure include the following:

2016/17 2017/18 2018/19 2019/20% % % %

Consumer Price Index 2.5 2.5 2.5 2.5Average Weekly Earnings 1.5 1.5 1.5 1.5Rate increases 4.2 4.9 4.1 4.0Property growth 8.0 7.5 4.0 5.0Wages growth 4.5 3.5 3.5 3.5Government funding 2.0 2.0 2.0 2.0Statutory fees 2.0 2.0 2.0 2.0Investment return 3.0 3.0 3.0 3.0


Appendix AFees and charges schedule

The City of Yarra provides a range of services to the community. Some of these services have an associated fee or charge levied.

Council’s Pricing Policy ensures that fees are set in line with community support objectives in mind.When setting fees and charges factors considered include the users capacity to pay, equity in the subsidisation of services, community service obligations, statutory or service agreement limitations and results of benchmarking of similar services.

The fees marked with asterisk are set by State Government statute (Statutory Fees); Council has no ability to alter the fee. These fees are fixed and result in a growing cost to the general ratepayer to provide services as the level of cost recovery is diminished over time. Fees will be amended in line with any increases should these be determined by State Government over the course of the 2016/17 year.

The GST legislation requires that Council’s fees and charges are to include GST (taxable supply) unless they are identified for specific exemption from GST.

Council may be required to further amend the GST status of specific fees and charges when the ATO approves and issues further legislation or regulations. The impact of further ATO amendments may therefore require Council to alter prices in this schedule to reflect changes in the GST status of particular goods or services.

This appendix presents the fees and charges of a statutory and non-statutory nature which will be charged in respect to various goods and services provided during the 2016/17 year.


City of Yarra2016/2017 Budget

Proposed Fees and ChargesFees and Charges Description GST

Status2015/2016

Adopted Fee2016/17

Proposed Fee PROPERTY & RATING FEES Land information certificates* GST Free $20.00 $24.80Land information certificates - 24 hour turnaround GST Free $60.00 $64.80Land information certificates - express fax service GST Free $60.00 $64.80Garbage Charge - Properties exempt from Rates GST Free $345.00 $359.00Valuation Certificate Taxable $19.00 $20.00Retrospective Valuation Certificate Taxable $88.00 $91.50Payment Arrangement fee (Rates – Referred for Legal Action) Taxable New Fee $5.50 per month

GOVERNANCE SUPPORTFreedom of information requests GST Free $27.00 $28.00LIBRARIESOverdue Items GST Free $0.20 per day $0.20 per dayDamaged Books Taxable Cost + $11 Cost + $11.50Damaged Magazines Taxable Cost + $3.30 Cost + $3.50Lost Item Taxable Cost + $11 Cost + $11.50Lost Card Taxable $3.60 $3.70Inter Library Loans Taxable $16.50 $17.20Reservations GST Free No Charge No ChargeWord Processing Taxable No Charge No ChargeInternet Access Taxable No Charge No ChargePrinting from Computers Taxable $0.20 per page $0.20 per pageLibrary Bags Taxable $2.50 $2.60PhotocopiesPhotocopies A4 Taxable $0.20 $0.20Photocopies A3 Taxable $0.40 $0.40Photocopies A4 (colour) Taxable $1.00 $1.00Photocopies A3 (colour) Taxable $2.00 $2.00Meeting RoomsCommercial Taxable $80.00 $90.00Community Taxable $9.60 $15.00Groups with Library/Council Links Taxable No Charge No ChargeSecurity Deposit Taxable $96.00 $100.00TheatretteCommercial Taxable $210.00 $220.00Community Taxable $68.00 $70.00Security Deposit Taxable $100.00 $100.00Training RoomCommercial Taxable $180.00 $187.20Community Taxable $42.00 $43.70Security Deposit Taxable $132.00 $137.30Book Sales



Proposed Fees and ChargesHardbacks Taxable $2.00 $2.50Paperbacks Taxable $1.00 $1.50Magazines Taxable $0.50 $0.50Finance Dishonoured Cheque Administration Fee Taxable $32.00 $33.30Dishonoured Direct Debt Administration Fee Taxable $32.00 $33.30

AGED & DISABLED

Home Care, Personal Care and Respite CareHome Care General Low Fee RangeHome Care General Low fee range - Single Up to $26,520 GST Free $3.70 $3.85

Home Care General Low fee range - Single $26,520 to $36,438 GST Free $5.70 $5.95

Home Care General Low fee range - Couple Up to $55,770 GST Free $5.90 $6.15

Home Care General Low fee range - Family Up to $61,647 GST Free $5.90 $6.15

Home Care General Medium Fee RangeHome Care General Medium fee range - Single $36,438 to $50,797 GST Free $8.20 $8.55

Home Care General Medium fee range - Single $50,797 to $65,156 GST Free $10.60 $11.00

Home Care General Medium fee range - Single $65,156 to $79,514 GST Free $13.00 $13.50

Home Care General Medium fee range - Couple $55,770 to $72,613 GST Free $9.60 $10.00



Home Care General Medium fee range - Family $61,647 to $78,412 GST Free $9.60 $10.00



Home Care General High Fee RangeHome Care General High Range - Single Above $79,514 GST Free $31.50 $32.80

Home Care General High Range - Couple Above $106,298 GST Free $31.50 $32.80

Home Care General High Range - Family Above $111,941 GST Free $31.50 $32.80

Personal CarePersonal Care Low Fee RangePersonal Care Low fee range - Single Up to $26,520 GST Free $3.60 $3.75Personal Care Low fee range - Single $26,520 to $36,438 GST Free $4.40 $4.60

Personal Care Low fee range - Couple Up to $41,100 GST Free $3.60 $3.75

Personal Care Low fee range - Couple $41,100 to GST Free $4.40 $4.60



Proposed Fees and Charges$55,770Personal Care Low fee range - Family Up to $46,977 GST Free $3.60 $3.75Personal Care Low fee range - Family $46,977 to $61,647 GST Free $4.40 $4.60

Personal Care Medium Fee RangePersonal Care General Medium fee range - Single $36,438 to $50,797 GST Free $6.70 $7.00

Personal Care General Medium fee range - Single $50,797 to $65,156 GST Free $7.10 $7.40

Personal Care General Medium fee range - Single $65,156 to $79,514 GST Free $7.80 $8.10

Personal Care General Medium fee range - Couple $55,770 to $72,613 GST Free $6.70 $7.00



Personal Care General Medium fee range - Family $61,647 to $78,412 GST Free $6.70 $7.00



Personal Care High Fee RangePersonal Care General High Range - Single Above $79,514 GST Free $35.30 $36.70

Personal Care General High Range - Couple Above $106,298 GST Free $35.30 $36.70

Personal Care General High Range - Family Above $111,941 GST Free $35.30 $36.70

Respite Care Respite Care Low Fee RangeRespite Care Low fee range - Single Up to $26,520 GST Free $2.50 $2.60Respite Care Low fee range - Single $26,520 to $36,438 GST Free $3.00 $3.10

Respite Care Low fee range - Couple Up to $41,100 GST Free $2.50 $2.60Respite Care Low fee range - Couple $41,100 to $55,770 GST Free $3.00 $3.10

Respite Care Low fee range - Family Up to $46,977 GST Free $2.50 $2.60Respite Care Low fee range - Family $46,977 to $61,647 GST Free $3.00 $3.10

Respite Care Medium Fee RangeRespite Care General Medium fee range - Single $36,438 to $50,797 GST Free $3.30 $3.45

Respite Care General Medium fee range - Single $50,797 to $65,156 GST Free $4.10 $4.30

Respite Care General Medium fee range - Single $65,156 to $79,514 GST Free $4.40 $4.60

Respite Care General Medium fee range - Couple $55,770 to $72,613 GST Free $3.30 $3.45

Respite Care General Medium fee range - Couple $72,613 to $89,456 GST Free $4.10 $4.30



Proposed Fees and ChargesRespite Care General Medium fee range - Couple $89,456 to $106,298 GST Free $4.40 $4.60

Respite Care General Medium fee range - Family $61,647 to $78,412 GST Free $3.30 $3.45



Respite Care High Fee RangeRespite Care General High Range - Single Above $79,514 GST Free $32.50 $33.80

Respite Care General High Range - Couple Above $106,298 GST Free $32.50 $33.80

Respite Care General High Range - Family Above $111,941 GST Free $32.50 $33.80

Home Maintenance Home Maintenance Low Fee RangeHome Maintenance Low fee range - Single Up to $26,520 GST Free $4.10 $4.25

Home Maintenance Low fee range - Single $26,520 to $36,438 GST Free $6.40 $6.65

Home Maintenance Low fee range - Couple Up to $41,100 GST Free $4.10 $4.25

Home Maintenance Low fee range - Couple $41,100 to $55,770 GST Free $7.50 $7.80

Home Maintenance Low fee range - Family Up to $46,977 GST Free $4.10 $4.25

Home Maintenance Low fee range - Family $46,977 to $61,647 GST Free $7.50 $7.80

Home Maintenance - Medium Fee RangeHome Maintenance Medium Fee Range Single - $36,438 to $79,514 GST Free $15.80 $16.40

Home Maintenance Medium Fee Range Couple - $55,770 to $106,298 GST Free $15.80 $16.40

Home Maintenance Medium Fee Range Family - $61,647 to $111,941 GST Free $15.80 $16.40

Home Maintenance - High Fee RangeHome Maintenance High Range - Single Above $79,514 GST Free $45.80 $47.60

Home Maintenance High Range - Couple Above $106,298 GST Free $45.80 $47.60

Home Maintenance - Family Above $111,941 GST Free $45.80 $47.60Delivered / Centre MealsDelivered / Centre Meals -Low Fee RangeDelivered / Centre Meals Single up to $36,438 GST Free $6.00 $6.20Delivered / Centre Meals Couple Up to $55,770 GST Free $6.00 $6.20Delivered / Centre Meals Family Up to $61,647 GST Free $6.00 $6.20Delivered / Centre Meals - Medium Fee RangeDelivered / Centre Meals Single - $36,438 to $79,514 GST Free $7.70 $8.00

Delivered / Centre Meals Couple - $55,770 to $106,298 GST Free $7.70 $8.00

Delivered / Centre Meals Family - $61,647 to GST Free $7.70 $8.00



Proposed Fees and Charges$111,941Delivered / Centre Meals - High Fee RangeDelivered / Centre Meals- Single Above $79,514 GST Free $20.10 $20.90Delivered / Centre Meals - Couple Above $106,298 GST Free $20.10 $20.90Delivered / Centre Meals - Family Above $111,941 GST Free $20.10 $20.90Willowview Willowview - High CareWillowview - Outing GroupWillowView - Low Fee Range Single up to $36,438 GST Free $7.40 $7.70WillowView - Low Fee Range Couple Up to $55,770 GST Free $7.40 $7.70WillowView - Low Fee Range Family Up to $61,647 GST Free $7.40 $7.70WillowView - Medium Fee Range Single - $36,438 to $79,514 GST Free $7.40 $7.70

WillowView - Medium Fee Range Couple - $55,770 to $106,298 GST Free $7.40 $7.70

WillowView - Medium Fee Range Family - $61,647 to $111,941 GST Free $7.40 $7.70

WillowView - High Fee Range - Single Above $79,514 GST Free $18.70 $19.45

WillowView - High Fee Range - Couple Above $106,298 GST Free $18.70 $19.45

WillowView - High Fee Range - Family Above $111,941 GST Free $18.70 $19.45

Additional charge applies to Willowview Outing Group only if meal provided by the service GST Free $4.60 $4.80

Home Care Packages (HCP)**Rates negotiable in special circumstances. Refer Aged & Disability Services - Home Care Packages Policy

Linkage Program- Monthly Case Management Fee Taxable 0-$258 per month 0-$258 per month

**Based upon HACC services used and other services as negotiatedAll Meals Taxable $18.60 $19.35Home/Personal/Respite Care (8.00am to 6.00pm Monday to Friday) Taxable $43.30 $45.00

Home/Personal/Respite Care (6.00pm to 8.00am Monday to Friday) Taxable $91.90 $95.60

Home/Personal/Respite Care (6.00pm Friday to 8.00am Monday) Taxable $91.90 $95.60

Adult Day Care Taxable $31.90 $33.20PARKING SERVICESParking Fees - meters/ticket machines (per hour) Taxable $3.80 $4.00Parking Fines - Road Safety Act/Road Safety Regulations* GST Free $72-$144.50 $72-$144.50

All Day Parking (various locations) Taxable $10.00 per day $11.00 per dayOccupation of parking bays - parking meter/first day Taxable $53.00 $55.00Occupation of parking bays - parking meter/subsequent day Taxable $26.00 $27.00

Parking Permits - 1st Resident permit GST Free $34.00 $36.00Parking Permits - 2nd Resident permits GST Free $87.00 $91.00



Proposed Fees and ChargesParking Permits - 3rd Resident permits GST Free $164.00 $171.00Parking Permits - Business - 1st permit Taxable $119.00 $124.00Parking Permits - Business - 2nd and subsequent permits Taxable $218.00 $230.00

Parking Permits - Disabled GST Free No Charge No ChargeParking Permits - 1st Visitor permit GST Free $34.00 $36.00Parking Permits - 2nd Visitor permits GST Free $87.00 $91.00Parking Permits - 3rd Visitor permits GST Free $164.00 $171.00Vehicle tow-away - impounding fee Taxable $387.00 $403.00Derelict vehicles/pound fee - abandoned/unregistered vehicle Taxable $387.00 $403.00

Courtesy Letter Costs (set by Regulation)* GST Free $24.43 $25.40LOCAL LAWS/LEGISLATIVE SERVICESFootpath Trading -Application/ Inspection fee ( Non-refundable) GST free new fee $50.00

Footpath heaters GST free new fee $100.00Footpath awning/screening fee GST free new fee $200.00Planter Box/Tubs (Excludes Tables & Chairs) Footpath trading only GST free No charge $100.00

Additional miscellaneous item Footpath trading GST free new fee $50.00Mobile Food Vans - Normal Rate GST free $2,300.00 $2,400.00Mobile Food Vans - Concession Rate ( Yarra Resident Only) GST free $1,650.00 $1,700.00

Significant tree Application fee( Non-refundable) GST free New fee $130.00Significant Tree Permit- Removal GST free New fee $200.00Significant Tree Permit- Pruning only GST free New fee $100.00Excess Animal Permit- Application Fee ( Non Refundable) GST free New fee $50.00

Cat trap- rental per week GST free New fee $20.00Commercial dog walking permit ( annual permit) GST free New fee $100.00Excess Animal Permit-Fee GST free New fee $50.00Temporary Public Space Licences GST free $58.60 $62.00 Local law permit application fee( As required) GST free New fee $50.00Busking Permit (Monthly charge) GST free $12.10 $13.00General Local Law Permit GST free $302.00 $314.00Temporary Public space permit- Promotional Short Term (1) < 3 days GST free $58.60 $100.00

Temporary Public space permit- Promotional Short Term (2) > 3 days where admin/detailed review required

GST free $160.50 $160.50

Local Laws permit Inspection fee- After hours GST free New fee $100.00Miscellaneous / Impound release Fee GST free $97.60 $102.00Shopping Trolley Release fees GST free $57.30 $60.00ANIMAL CONTROLCOMMUNITY AMENITY - (Local Laws and Animal Control) Dog Registration Standard Maximum Fee GST Free $180.00 $188.00



Proposed Fees and ChargesStandard Reduced Fee GST Free $55.00 $60.00Concessional Maximum Fee GST Free $90.00 $94.00Concessional Reduced Fee GST Free $16.00 $17.00Registration – Declared menacing, dangerous & restricted breed dogs GST Free $300.00 $320.00

Cat Registration Standard Maximum Fee GST Free $100.00 $105.00Standard Reduced Fee GST Free $33.30 $35.00Concessional Maximum Fee GST Free $50.00 $52.00Concessional Reduced Fee GST Free $12.00 $12.50Replacement Animal Registration tag Taxable New Fee $5.00Animal Pound Release fees Release fee - Dog Taxable $85.00 $90.00Release fee - Cat Taxable $33.00 $35.00Livestock (small) Taxable $52.00 $55.00Livestock (large) Taxable $180.00 $200.00Registration of Domestic Animal Business Annual Registration Fee Taxable $360.00 $380.00Transfer Fee Taxable $26.00 $27.00Request for copy of dog/cat registration certificate (per entry) Taxable $94.00 $98.00

Service Requests - Animal Control Taxable $69.00 $72.00Inspection of Dog/Cat register (per entry) GST Free $18.70 $20.00Deposit Cat trap( Refundable) GST Free New Fee $100.00FOOD PREMISESClass 1 or Class 2 PremisesRenewals GST Free $520.00 $540.00Additional fee for each employee over 10. GST Free $26.00 $27.00New Registrations Application fee GST Free $260.00 $270.00

Registration fee GST Free Pro-rata of renewal fee

Pro-rata of renewal fee

Transfer Fee GST Free $260.00 $270.00Re-inspection Fee GST Free $130.00 $135.00Additional Assessment Fee (Section 19H) New Fee $270.00Class 3 and Not for Profit Class 1 and 2 Food PremisesRenewals GST Free $260.00 $270.00Additional fee for each employee over 10. GST Free $13.00 $13.50New Registrations GST Free Application fee $130.00 $135.00

Registration fee Pro-rata of renewal fee


Transfer Fee GST Free $130.00 $135.00Re-inspection Fee GST Free $65.00 $67.50Additional Inspection Fee Under 19(H) New Fee $135.00



Proposed Fees and ChargesNot for Profit Class 3 Food PremisesRenewals GST Free $130.00 $135.00Additional fee for each employee over 10. GST Free $6.50 $6.75New Registrations GST Free Application fee $65.00 $67.50



Transfer Fee GST Free $65.00 $67.50Re-inspection Fee GST Free $65.00 $67.50Additional Inspection Fee Under 19(H) New Fee $135.00Temporary and mobile food premises registered via "Streatrader" and short term registrations on request of proprietor.Once-off events (no more than two consecutive days operation) and component/s (per component) attached to a fixed registered (not Class 4) premises.Class 1 and 2. $67.50Class 3. $33.75Not for profit organisations - all classes. No ChargeShort term registrations (less than 12 months), temporary and mobile food premises that are not "once off" events or components of a fixed registered premises, components of notified (Class 4) premises.

Registrations for a period of up to 3 months. 1/4 annual renewal fee

Registrations for a period of 3 to 6 months. 1/2 annual renewal fee

Registrations for a period of more than 6 months will be treated as a 12 month registration.

Full annual renewal fee

Re-inspection Fee (temp and mobile food premises). $65.00 $67.50

PRESCRIBED ACCOMMODATION PREMISESCommercialRenewalsPremises accommodating not more than 5 persons GST Free $240.00 $250.00

Additional fee for each additional person than can be accommodated in excess of 5 GST Free $24.00 $12.50

New Registrations Application fee GST Free $120.00 $125.00

Registration fee GST Free Pro-rata of renewal fee


Transfers GST Free $120.00 $125.00Not For Profit RenewalsPremises accommodating not more than 5 persons GST Free $120.00 $125.00

Additional fee for each additional person than can be accommodated in excess of 5 GST Free $12.00 $6.25



Proposed Fees and ChargesNew Registrations GST Free Application fee $60.00 $62.50



Transfers GST Free $60.00 $62.50PREMISES PROVIDING PERSONAL SERVICES (Hairdressers, Beauty Salons, Ear Piercing, Tattooing, Skin Penetration)Renewals GST Free $165.00 $172.00New Registrations GST Free Application fee $82.50 $86.00



Transfer Fee GST Free $82.50 $86.00If proprietor is a not for profit/charitable organisations above will be discounted by 50%. No current applicant are NFP OTHER FEESOverdue Registration Renewal Fee GST Free $130.00 $135.00

Waste Water System Approval GST Free $290.00 $258.00

Information/Service FeesCopy of Certificate of Analysis for person from whom sample obtained Taxable No Charge No Charge

Copy of Registration Certificate - Only available to current proprietor Taxable $46.00 $48.00

Extract of premises register GST Free No Charge No ChargeProfessional services (EHO) as requestedRate per hour Taxable $130.00 $136.00LOCAL LAWS/LEGISLATIVE SERVICESPublic Space Licences Items on Footpath: Advertising Sign - per sign (licensed) GST Free $158.20 $165.00Advertising Sign - per sign (unlicensed) GST Free $106.70 $112.00Goods Display GST Free $366.90 $382.00Tables & Chairs: Licenced premises - per table over 800mm( Including benches) GST free New Fee $85.00

Licensed Premises - per table up to 800mm GST Free $71.10 $74.00Licensed Premises - per chair (600mm =1 Chair) GST Free $65.40 $68.00Unlicensed Premises - per table over 800mm (including benches) GST Free New Fee $85.00

Unlicensed Premises - per table up to 800mm GST Free $71.10 $74.00Unlicensed Premises - per chair (600mm = 1 Chair) GST Free $14.50 $20.00Real Estate Sign License GST Free $704.00 $740.00Mobile Food Van public land (Once off day rate) GST Free New fee $314.00Mobile food van private land (Once off day rate) GST Free New fee $150.00



Proposed Fees and ChargesLocal Laws application and permit fee- Political parties (Election caretaker periods only) New Fee $0.00

Local Law application and permit fee- charity/non for profit New Fee $0.00

Kerb Market Gleadell Street Market (per stall) Taxable $78.00 $82.00Other Miscellaneous / Impound Fee Taxable $97.60 $102.00Planning EnforcementLiquor Licensing Advice Requests Taxable $141.10 $150.00RECREATIONMulti-purpose Sporting Facilities - Casual FeesVictoria ParkCommercial per hour Taxable $250.00 $260.00Concession 1 per hour Taxable $75.00 $78.00Concession 2 per hour Taxable $35.00 $36.00Concession 3 per hour Taxable No Charge No ChargeVictoria Park Sherrin Stand Change Rooms (per session 3 hr maximum)Commercial Taxable $250.00 $260.00Concession 1 Taxable $78.00 $82.00Concession 2 Taxable $35.00 $36.00Concession 3 Taxable No Charge No ChargeCasual Sports Ground Hire - Bastow Reserve No1, Fletcher Reserve 1, Yambla Reserve, Ramsden Street Reserve, Fairfield Park Reserve, Burnley Oval, W.T. Peterson, Loughnan Oval, Citizens Oval, Alphington Park Oval - per session, maximum of 3 hoursCommercial Taxable $300.00 $315.00Concession 1 Taxable $75.00 $78.00Concession 2 Taxable $27.00 $28.00Concession 3 Taxable No Charge No ChargeCasual Sports Ground Hire - Bastow Reserve No 2, Fletcher Reserve 2, Coulson Reserve, Alfred Crescent Oval, Walker Street, Alain Bain Reserve - per session, minimum 3 hoursCommercial Taxable $150.00 $160.00Concession 1 Taxable $42.00 $45.00Concession 2 Taxable $14.00 $15.00Concession 3 Taxable No Charge No ChargeCasual Pavilion Hire - Alfred Crescent, Alphington, Burnley, Coulson, Fairfield, Gillon, Graham, Johnson, Ramsden - New FeeCommercial fee - per hour Taxable $100.00 $105.00Concession 2 - per hour Taxable $17.60 $18.00Casual Hire - Stanton Street Hall (Table Tennis) - New Fee



Proposed Fees and ChargesCommercial fee - per hour Taxable $100.00 $105.00Concession 1 - per hour Taxable $30.00 $31.00Concession 2 - per hour Taxable $24.00 $25.00Concession 3 - per hour Taxable $18.00 $19.00Key Bond for all sporting facilities - Casual GST Free $91.00 $95.00Key Bond for all sporting facilities - Seasonal GST Free $410.00 $426.00

Note: Concession 1 = Non Yarra Based -Not For Profit Community Organisations & Yarra Based Private Schools

Concession 2 = Registered Not for profit Yarra Community Groups and sporting clubsConcession 3 = Yarra based State and Catholic schoolsPavilions - Seasonal Fee Per TeamCategory A: Graham, Johnson, Coulson, Ramsden, Fairfield, Burnley, Alfred Cres and Fitzroy GrandstandSenior Team Taxable $400.00 $416.00Junior Team Taxable $296.00 $308.00Category B: Yambla, Citizens, Bain and AlphingtonSenior Team Taxable $200.00 $208.00Junior Team Taxable $148.00 $154.00Sportsgrounds - Seasonal Fee Per TeamTurf Cricket: Loughnan, Citizens (Summer Turf Wicket)Senior Team Taxable $3,035.00 $3,156.00Cricket SyntheticSenior Team Taxable $1,225.00 $1,274.00Junior Team Taxable $325.00 $338.00FootballSenior Team Taxable $1,030.00 $1,070.00Junior Team Taxable $560.00 $582.00SoccerSenior Professional Team Taxable $4,020.00 $4,180.00Senior Team Taxable $720.00 $748.00Junior Team Taxable $280.00 $291.00Permit to hire Park for Commercial Fitness TrainersAnnual Licence Fee GST Free $260.00 $282.00CONSTRUCTION MANAGEMENT SUPPORT UNIT Out of Hours Permit GST Free $160.50 $166.90Asset Protection PermitWorks less than $500K Application Fee Taxable $220.00 $228.80Works more than $501K Application Fee Taxable $662.00 $688.50Local Law Vehicle Crossing Permit



Proposed Fees and ChargesPrivate Single Dwelling Vehicle Crossing GST Free $410.00 $426.40Commercial/Industrial Vehicle Crossing GST Free $511.00 $630.00Profile Design Service Taxable $235.00 $244.40Consent (RMA 2004) *^Permit GST Free $74.00 $77.00Inspection (Mon - Fri) Taxable $135.00 $140.40Inspection (Weekends) - Minimum Taxable $410.00 $426.40Local Law Road Occupation PermitCounter Fast Track Assessment Fee GST Free New Fee $50.00Private Single Dwelling and local shop trader Occupancy per sq. metre per week Taxable $4.50 $4.68

Commercial License/Occupancy per square metre per week Taxable $7.50 $8.50

Plant and Equipment - Permits - Private single dwelling and local shop traders. GST Free $142.00 $147.70

Plant and Equipment - inspections (Mon to Fri) Business hours for private single dwelling and local shop traders.

Taxable $135.00 $140.40

Plant and Equipment Inspection - all out of hours minimum fee Taxable $410.00 $426.40

Plant and Equipment Permit -Commercial - local road lane closure, footpath occupation, laneway closure

Taxable New Fee $250.00

Plant and Equipment Permit - Commercial - local road closure Taxable New Fee $350.00

Plant & Equipment Inspection - Commercial - (Monday to Friday business hours) includes house modules.

Taxable New Fee $250.00

Plant & Equipment Permits - Commercial collector road, lane closure, footpath occupation Taxable New Fee $350.00

Plant & Equipment Permit - Commercial collector road closure. Taxable New Fee $500.00

Plant & Equipment Permit - House Module Taxable New Fee $500.00Skip placement - per day unmetered GST Free $21.00 $21.80Skip placement - per day metered GST Free $57.00 $59.30Container Permit - (20') per day GST Free $122.00 $126.90Container Permit - (40') per day GST Free $243.00 $252.70Filming in municipality/commercial still photography (per film):Commercial Profit Making-Film/Ad Producers-Major impact: Permit Taxable $1,114.00 $1,158.60

Filming (incl ads/still photography) inspection (Mon to Fri) Taxable $135.00 $140.40

Filming (incl ads/still photography) inspection (Weekends) Taxable $410.00 $426.40

Small budget productions (incl films & ads)- Minor impact: Permit Taxable $373.00 $387.90

Student Filming (including still photography) GST Free No Charge No ChargeNon Profit Making Filming (including still photography) GST Free No Charge No Charge

Road / Footpath OpeningsConsent (RMA 2004) *^



Proposed Fees and ChargesPermit GST Free $74.00 $77.00Inspection (Mon - Fri) Taxable $135.00 $140.40Inspection (Weekends) - Minimum Taxable $410.00 $426.40Road reinstatement (See notes)Road - deep lift asphalt/concrete/bluestone (per square metre) GST Free $275.00 $286.00

(minimum charge $400)Road - asphalt/concrete <100mm (per square metre) GST Free $173.00 $179.90(minimum charge $250)Footpath - residential - asphalt (as per YSD33 RAF) GST Free $137.00 $142.50less than 60mm (per square metre) (minimum charge $250)Footpath - industrial - asphalt / concrete (as per YSD33 IAF & CF) GST Free $200.00 $208.00

greater than 60mm & less than equal to 100mm (per square metre)(minimum charge $520)Footpath - industrial - concrete with asphalt surface (as per YSD33 ICAF) GST Free $245.00 $254.80

<=170mm (per square metre) (minimum charge $520)Vehicle Crossings - residential <150mm (per square metre) GST Free $200.00 $208.00

(minimum charge $520)Vehicle Crossing - Industrial >150mm - per square metre GST Free $271.00 $281.80

(min charge $400)Kerb/Channel/Concrete (per lineal metre) (minimum charge $350) GST Free $219.00 $227.80

Kerb/Channel/Bluestone (per lineal metre) (minimum charge $350) GST Free $241.00 $250.60

Dressed bluestone kerb and channel (new) (minimum charge $600) GST Free $665.00 $691.60

Dressed bluestone kerb and channel (existing) (minimum charge $500) GST Free $300.00 $312.00

Footpath asset inspection (per inspection) Taxable $384.00 $399.40Notes:* Areas greater than 40m² or greater than 30 lineal metres Council may consider a reduced charge** Traffic Management charges will be considered by Council dependant on site conditions and activity*** Concrete Footpath to nearest joint**** Concrete Vehicle Crossing to nearest joint usually 1/2 width or full width for small vehicle crossing up to 1.2m*^ In accordance with the Road Management Act 2004CHILD CAREOutside School Hours Care

After School Care Fee - Regular GST Free $15.00 Jul-Dec 2015

$16.00 Jul-Dec 2016

After School Care Fee - Regular GST Free $16.00 Jan-Jun $17.00 Jan -



Proposed Fees and Charges2016 June 2017

After School Care Fee - Casual GST Free $18.00 Jul-Dec 2015

$19.00 Jul-Dec 2016

After School Care Fee - Casual GST Free $19.00 Jan-Jun 2016

$20.00 Jan - June 2017

After School Care Fee - Curriculum Day GST Free $37.50 Jul-Dec 2015

$45.00 Jul-Dec 2016

After School Care Fee - Curriculum Day GST Free $45.00 Jan-Jun 2016

$47.00 Jan - June 2017

After School Care Fee - Curriculum Half Day GST Free $24.50 Jul-Dec 2015

$26.00 Jul-Dec 2016

After School Care Fee - Curriculum Half Day GST Free $26.00 Jan-Jun 2016

$27.00 Jan - June 2017

After School Care Fee - End of Term GST Free $21.00 Jul-Dec 2015

$22.00 Jul-Dec 2016

After School Care Fee - End of Term GST Free $22.00 Jan-Jun 2016

$23.00 Jan - June 2017

After School Care Fee - End of Year GST Free $23.00 Jul-Dec 2015

$25.00 Jul-Dec 2016

After School Care Fee - End of Year GST Free $25.00 Jan-Jun 2016

$26.00 Jan-Jun 2017

Vacation Care Fee - All Day GST Free $43.50 Jul-Dec 2015

$50.00 Jul-Dec 2016

Vacation Care Fee - All Day GST Free $50.00 Jan-Jun 2016

$52.00 Jan-Jun 2017

Vacation Care Excursion Fee - All Day GST Free $50.50 Jul-Dec 2015

$60.00 Jul-Dec 2016

Vacation Care Excursion Fee - All Day GST Free $60.00 Jan-Jun 2016

$62.50 Jan - Jun 2017

Long Day Care

One to Four Days (per Day) GST Free $102.00 Jul-Dec 2015

$109.00 Jul-Dec 2016

One to Four Days (per Day) GST Free $109.00 Jan-Jun 2016

$113.50 Jan - Jun 2017

Pre School 3 Year Olds

1 Session per Term GST Free $229.00 Jul – Dec 2015

$240.00 Jul – Dec 2016

1 Session per Term GST Free $240.00 Jan – Jun 2016

$249.50 Jan - Jun 2017

Health Care Card HoldersHealth Care 1 session per term GST Free $113.00 $122.00Pre School 4 Year OldsJuly to December GST Free $344.00 $357.80January to June 2017 GST Free $358.00 $372.00Occasional child careOCC Casual GST Free $9.00 $10.00OCC Member GST Free $6.00 $6.50Concession GST Free $3.00 $3.2010 OCC sessions GST Free $65.00 $74.0025 OCC sessions GST Free $175.00 $185.00Youth ServicesTeenage Holiday Programs Taxable $17.50 $19.00Teenage Holiday Programs - Concession Taxable $3.00 $3.20



Proposed Fees and ChargesHire of Meeting Rooms - Connie Benn CentreCommunity Meeting Room Concessional Rate Half Day Taxable New Fee $30.00Concessional Rate Full Day Taxable New Fee $100.00Commercial Rate Half Day Taxable New Fee $50.00Commercial Rate Full Day Taxable New Fee $180.00Community Kitchen Concessional Rate Half Day Taxable New Fee $40.00Concessional Rate Full Day Taxable New Fee $70.00Commercial Rate Half Day Taxable New Fee $100.00Commercial Rate Full Day Taxable New Fee $180.00Training Room Concessional Rate Half Day Taxable New Fee $50.00Concessional Rate Full Day Taxable New Fee $100.00Commercial Rate Half Day Taxable New Fee $100.00Commercial Rate Full Day Taxable New Fee $180.00Consultation Room Concessional Rate per hour Taxable New Fee $30.00Concessional Rate Full Day Taxable New Fee $80.00Commercial Rate per hour Taxable New Fee $40.00Commercial Rate Full Day Taxable New Fee $150.00Playgroup Room 2Concessional Rate per 2 hour session Taxable New Fee $40.00Commercial Rate per hour Taxable New Fee $30.00Commercial Rate Full Day Taxable New Fee $150.00Front RoomConcessional Rate Half Day Taxable New Fee $20.00Concessional Rate Full Day Taxable New Fee $50.00Commercial Rate Half Day Taxable New Fee $30.00Commercial Rate Full Day Taxable New Fee $100.00MATERNAL & CHILD HEALTHVaccine

Immunisation - vaccinations GST Free Fee varies with Vaccine

Fee varies with Vaccine

Vaccine

Immunisation - alternative vaccinations GST Free Fee varies with Vaccine

Fee varies with Vaccine

VaccineInfant screening program 0 to 4 years GST Free No Charge No ChargeNew/Existing Mothers Screening program (Infants 0 to 4 years) GST Free No Charge No Charge

General parenting advice & support GST Free No Charge No ChargeAssessment & referral service GST Free No Charge No ChargeOutreach for geographically isolated young mothers GST Free No Charge No ChargeOutreach for young mothers of Koori/different ethnic GST Free No Charge No Charge



Proposed Fees and ChargesbackgroundsPLANNING/SUBDIVISIONAmendments to Planning Scheme*Request to amend planning scheme GST Free $798.00 $798.00Consideration of submissions to Amendment and reference to panel* GST Free $798.00 $798.00

Adoption of an Amendment GST Free $524.00 $524.00Approval of an Amendment GST Free $798.00 $798.00Applications for permits under s.47 of the Act*Class 1 Application for use only GST Free $502.00 $502.00To develop land for a single dwelling per lot:*Class 2 $10,000 to $100,000 GST Free $239.00 $239.00Class 3 More than $100,000 GST Free $490.00 $490.00To develop land (other than for a single dwelling per lot):*Class 4 Less than $10,000 GST Free $102.00 $102.00Class 5 $10,000 - $250,000 GST Free $604.00 $604.00Class 6 $250,000 - $500,000 GST Free $707.00 $707.00Class 7 $500,000 - $1m GST Free $815.00 $815.00Class 8 $1m - $7m GST Free $1,153.00 $1,153.00Class 9 $7m - $10m GST Free $4,837.00 $4,837.00Class 10 $10m - $50m GST Free $8,064.00 $8,064.00Class 11 >$50m GST Free $16,130.00 $16,130.00Subdivision*Class 12 Subdivide an existing building GST Free $386.00 $386.00Class 13 Subdivide land into 2 lots GST Free $386.00 $386.00Class 14 Effect a realignment or consolidate two or more lots GST Free $386.00 $386.00

Class 15 Subdivide land (other than Class 12, 13 or 14) GST Free $781.00 $781.00

Class 16 Remove a restriction if land has been used or developed >2 years GST Free $249.00 $249.00

Class 17 Create or remove a restriction or right of way GST Free $541.00 $541.00

Class 18 Create or remove an easement other than right of way GST Free $404.00 $404.00

Fees to amend applications*Request to amend an application for permit GST Free $102.00 $102.00Applications for amendments to permit under s.72 of the Act*Class 1. To change the use GST Free $502.00 $502.00Class 2. To change what the permit allows, change conditions, etc. GST Free $502.00 $502.00

To develop land for a single dwelling per lot:*Class 3. $10,000 to $100,000 GST Free $239.00 $239.00Class 4. More than $100,000 GST Free $490.00 $490.00To develop land (other than for a single dwelling per lot):*



Proposed Fees and ChargesClass 5. $10,000 or less GST Free $102.00 $102.00Class 6. $10,001 - $250,000 GST Free $604.00 $604.00Class 7. $250,001 - $500,000 GST Free $707.00 $707.00Class 8. More than $500,000 GST Free $815.00 $815.00Subdivision* Class 9. Subdivision GST Free $386.00 $386.00Other FeesApplication for Certificate of Compliance* GST Free $147.00 $147.00Application for planning certificate* GST Free $18.20 $18.20Determination whether anything is to Council's satisfaction* GST Free $102.00 $102.00

Request to extend expiry date of a permit Taxable $230.00 $400.00Request to amend a permit / plans (other than under s.72) Taxable $460.00 $475.00

Property enquiry Taxable $220.00 $230.00Advertising Letters and Notices (5 or more notices) Taxable $4.90 per notice $5.50 per noticeOn site notices Taxable $52.00 $55.00Notice in a Newspaper Taxable $1,161.60 $1,161.60Plans to comply with Condition 1 of the permit. Second and subsequent assessments. Taxable $110.00 $150.00

Public Photocopier (per copy) GST Free $0.20 $0.50

Plan photocopying (larger than A3) taxable $14.00 $16.00Denotes Statutory Charges regulated by Stat Government and cannot be increasedBUILDING CONTROL/REGULATIONLodgement Fees (building work permit)

Value $5,000 and greater* GST Free $37.40 Adopt Statutory fee

Building permit levy for a Building greater than $10,000 (statutory fee) - Residential Only* GST Free cost x 0.00128 cost x 0.00128

Certificate S327 (incl. Flood Certificate)* GST Free $49.90 Adopt Statutory fee

Property information request (incl Solicitor 's request fee) (statutory Fee) (incl inspections owner/builder projects)*

GST Free $49.90 Adopt Statutory fee

(fast Track additional $49.90) Statutory fee x 2

BUILDING PERMIT FEESClass 1 & 10Demolish - detached dwelling Taxable $1,077.00 $1,120.10Demolish - attached dwelling Taxable $1,404.00 $1,460.20

Demolish - commercial building Taxable $1195.00 min $748/floor

$1195.00 min $748/floor

Swimming Pools Taxable $994.00 $1,033.80Fences (Class 10 Structure) Taxable $780.00 $811.20Carports, Garages, Shed etc. (Class 10 Structure) Taxable $1,008.00 $1,048.30Alterations & Additions - Up to $10,000 Taxable $1,060.00 $1,102.40Alterations & Additions - $10,001 - $20,000 Taxable $1,325.00 $1,378.00



Proposed Fees and ChargesAlterations & Additions - $20,001 - $50,000 Taxable $1,820.00 $1,892.80Alterations & Additions - $50,001- $150,000 Taxable $2,385.00 $2,480.40Alterations & Additions - $150,001- $230,000 Taxable $2,649.00 $2,755.00Alterations & Additions - $230,001- $300,000 Taxable $3,047.00 $3,168.90Alterations & Additions - $300,001-$400,000 Taxable $3,125.00 $3,250.00New dwellings : single Taxable $2,742.00 $2,851.70New dwellings : 2 attached Taxable $4,224.00 $4,393.00New Multiple Class 1 developments (Quotation) Taxable $1,940/unit $1,940/unitClass 2, 3, 4, 5, 6, 7, 8 and 9Miscellaneous commercial work e.g. remove hydrant hose Taxable $880.00 $915.20

Up to $30,000 Taxable $1,219.00 $1,267.80$30,001 - $50,000 Taxable $1,563.00 $1,625.50$50,001 - $100,000 Taxable $2,332.00 $2,425.30$100,001 - $300,000 Taxable $3,166.00 $3,292.60$300,001 - $500,000 Taxable $4,000.00 $4,160.00Class 2 (Residential fit outs) Taxable $1,368.00 $1,422.70Over $500,000 (quotation based on consulting building surveyors schedule) Taxable Quotation + 10% Quotation + 10%

Extension of permit/application 3 /6/ 12 months Taxable $550/$650/$790 $550/$650/$790

MiscellaneousBuilding Record search Class 1 & 10 GST Free $89.00 $92.60Building Record search Class 2 - 9 GST Free $150.00 $156.00Consent & Report applications (other than demolition)* GST Free Adopt Statutory

feeAdopt Statutory

fee

Consent and Report applications (demolition)* GST Free Adopt Statutory fee

Adopt Statutory fee

Consent and Report for Legal Point of Discharge* GST Free Adopt Statutory fee

Adopt Statutory fee

Report and consent advertising* Taxable $90.20 $93.80Consulting charge out rate p/hr i.e. dilapidation surveys Taxable $186.00 $193.40

Inspection within City of Yarra Taxable $186.00 $193.40Inspection outside City of Yarra Taxable Quotation + 10% Quotation + 10%Variation to Building Permit (change of details) Taxable $439.00 $456.60Variation to Building Permit (amended documentation) Taxable $660.00

(minimum)$660.00

(minimum)Additional Occupancy Permits Taxable $128.00 $133.10Siting Approval Public Entertainment – 1 Structure Taxable $390.00 $405.60Siting Approval Public Entertainment – 2-5 Structures Taxable $575.00 $598.00

Siting Approval Public Entertainment – 6-9 Structures Taxable $780.00 $811.20

Siting Approval Public Entertainment – 10+ Structures Taxable $1,050.00 $1,092.00

Public Entertainment Permits (temporary) Site up to 1,000m2 (Max. 5 structures 200 sq.m ea.) Taxable $1,353.00 $1,407.10



Proposed Fees and ChargesPublic Entertainment Permits (temporary) Site 1,001 m2 to 5,000m2 (Max. 5 structures 200 sq.m ea.) Taxable $1,490.00 $1,549.60

Public Entertainment Permits (temporary) Site 5,001 m2 to 10,000m2 (Max. 5 structures 200 sq.m ea.) Taxable $2,250.00 $2,340.00

Public Entertainment Permits (temporary) Site 10,001m2+ (Max.10 structures 200 sq.m ea.) Taxable $3,250.00 $3,380.00

Public Entertainment Permits (temporary) additional structures over limit (per additional structure) Taxable $110.00 $114.40

Liquor Licence Reports (desktop check from scale drawings supplied by applicant - up to 500m2 of building)

Taxable $770.00 $800.80

Liquor Licence Reports (site check and measure up to 500m2 of building) Taxable $1,100.00 $1,144.00

Change of Use/Combined Allotment Statements Taxable $690.00 $717.60A1 Copies - per copy Taxable $15.00 $15.60A3 Copies - per copy Taxable $1.70 $1.80A4 Copies - per copy Taxable $0.80 $0.80Emergency work/cost recovery Taxable Cost + 20% Cost + 20%Additional Consulting Services re Building Permits Taxable Quotation + 10% Quotation + 10%Final Inspection - (Class 1 & 10) Lapsed Building Permit - No Works Taxable $356.00 $370.20

Final Inspection - (Class 2 - 9) Lapsed Building Permit - No Works Taxable $492.00 $511.70

Additional Mandatory Inspections Taxable $179.30 $186.50

Computation checking Taxable Quotation + 10% Quotation + 10%

Certification fee Taxable

Building Permit fee x 350% with a minimum fee of

$3,700.00 - Refer C.O.W

Building Permit fee x 350% with a minimum fee of $3,700.00 - Refer C.O.W

Adjoining Property Owners Details (4 or more/search) Taxable New Fee $50.00

Report & Consent Advertising Taxable $90.00 $93.60

Alternative Solution/ Dispensation/ Change of Use determination Taxable

$660.00 for first determination +

$66.00 per additional item

$660.00 for first determination +

$66.00 per additional item

HIRE OF TOWN HALLSCommercial Collingwood Town Hall, Fitzroy Town Hall & Reading Room full day (mid-week) Taxable New Fee $1,700.00

Concession Collingwood Town Hall, Fitzroy Town Hall & Reading Room Full day (mid-week) Taxable New Fee $1,020.00

Commercial Richmond Town Hall full day (mid-week) Taxable New Fee $1,500.00

Concession Richmond Town Hall Full day (mid-week) Taxable New Fee $900.00

Commercial Collingwood Town Hall, Fitzroy Town Hall & Reading Room full day (Fri to Sun, Public Holidays)

Taxable New Fee $2,200.00

Concession Collingwood Town Hall, Fitzroy Town Hall & Reading Room full day (Fri to Sun, Public Taxable New Fee $1,320.00



Proposed Fees and ChargesHolidays)Commercial Richmond Town Hall Full day Fri to Sun, Public Holidays) Taxable New Fee $1,800.00

Concession Richmond Town Full Day (Fri to Sun, Public Holidays) Taxable New Fee $1,080.00

Additional hourly commercial hire Taxable $82.00 $180.00Additional hourly concession hire Taxable $82.00 $108.00Half Day (Mon to Thurs) Taxable $640.00 $665.00Kitchen Use Only - per hour Taxable ($144 min./4hrs) $150 for 4 hoursKitchen Use Only - per day Taxable $220.00 $250.00Balcony Taxable $420.00 $400.00

Security Deposit GST Free $800.00 minimum of $1000

Insurance Taxable $76.00 $79.00COMMUNITY HALLSCollingwood Senior Citizens Centre, Edinburgh Gardens Community RoomCommercial hire - per hour Taxable $60.00 $62.50Concession hire - per hour Taxable $21.00 $22.00Groups auspiced by Council business units Taxable No Charge No ChargeLoughnan Hall, Mark Street Hall, Richmond Senior Citizens Centre, The Stables, Yarra Community Youth Centre, Connie Benn Centre Meeting Room.Commercial hire - per hour Taxable $53.50 $55.00Concession hire - per hour Taxable $17.60 $18.00Groups auspiced by Council business units GST Free No Charge No ChargeSecurity Deposit GST Free $100.00 minimum of $100Insurance Taxable $27.00 $27.00PARKS AND OPEN SPACEEvent Application Fee Taxable New Fee $50.00Market Permit (Commercial Operators) Taxable New Fee $350.00Market Permit (Concession) Taxable New Fee $140.00

Occupancy Fee for events Taxable New Fee $2 for every 5m2 (if required)

Occupancy Fee for events (Concession) Taxable New Fee $0.8 for every 5m2 (if required)

Permit to hire designated areas of Parks, Reserve or Rotunda Commercial Use Taxable $150.00 $150.00Concession Use No Charge No ChargeEvent Permit - in addition to Permit to use a Park or ReserveEvent Permit - Up to 100 persons with no structures and minimum risks Commercial Use – charged per event day Taxable $159.00 $100.00Concession GST Free No Charge No Charge



Proposed Fees and ChargesEvent Permit - 100 persons 500 or with minimal structures and risks Commercial Use – charged per event day Taxable $200.00 $250.00Concession Taxable $140.00 $100.00Event Permit -500 or more persons or with significant structures or risks, as assessed by council officer Commercial Use – charged per event day Taxable New Fee $350.00Concession Taxable New Fee $100.00YARRA LEISURE CENTRESCasual EntryAdult Swim Taxable $6.00 $6.50Concession Swim Taxable $2.80 $3.25Child Swim Taxable $3.00 $3.25Family Swim Taxable $14.00 $15.00Adult Swim, Spa & Sauna Taxable $12.00 $12.50Swim Upgrade to S/S/S Taxable $6.00 $6.20Swim Upgrade to S/S/S Concession Taxable $3.00 $3.10Swim, Spa & Sauna (concession) Taxable $6.00 $6.25Locker Taxable $2.00 $2.00City of Yarra Pensioner Swim GST Free No Charge No ChargeSpectator GST Free $2.00 $2.00Bulk Tickets10 Adult Swims Taxable $54.00 $58.5010 Concession Swim Taxable $26.60 $29.2525 Adult Swims Taxable $115.00 $130.0025 Adult Swims Concession Taxable $55.00 $65.0010 Child Swims Taxable $27.00 $29.2525 Child Swims Taxable $60.00 $65.00

10 Adult Swim & Locker Concession Taxable $30.00 $31.20

25 Adult Swim & Locker Concession Taxable $67.00 $69.70

10 Swim, Spa, Sauna & Steam Concession Taxable $50.00 $56.25

10 Swim, Spa, Sauna & Steam, Locker Concession Taxable $70.00 $72.80

25 Swim, Spa, Sauna & Steam Concession Taxable $114.60 $125.00

25 Swim, Spa, Sauna & Steam, Locker Taxable $269.00 $279.80

10 Group Fitness Taxable $130.00 $144.0010 Group Fitness Concession Taxable $65.00 $72.0025 Group Fitness Taxable $290.00 $320.0025 Group Fitness Concession Taxable $145.00 $160.00Lane Hire



Proposed Fees and ChargesCommercial Lane Hire 25 metres Taxable $43.90 $46.00Community Groups 25 Metres Taxable $34.60 $36.00Commercial Lane Hire 50 metres Taxable $57.50 $60.00Community Healthy Programs (Yarra Residents) Taxable No Charge No ChargeMonthly Debit FeesJoining Fee Taxable $125.00 $99.00Full (fortnightly)** Taxable $44.70 $44.95Full Concession (fortnightly)** Taxable $21.50 $22.48Full Student (fortnightly)** Taxable $40.20 $41.80Off Peak (fortnightly)** Taxable $38.80 $40.40Off Peak Concession (fortnightly)** Taxable $18.50 $20.20Off Peak Student (fortnightly)** Taxable $34.90 $36.30Aquatic (fortnightly)** Taxable $29.00 $30.20Aquatic Concession (fortnightly)** Taxable $14.00 $15.10Aquatic Student (fortnightly)** Taxable $23.95 $24.90Family 2 people (fortnightly)** Taxable $78.50 $81.60Family 3 people (fortnightly)** Taxable $89.00 $92.60Family 4 people (fortnightly)** Taxable $99.00 $103.00Family 2 people Concession (fortnightly)** Taxable $35.60 $40.80Family 3 people Concession (fortnightly)** Taxable $41.10 $46.30Family 4 people Concession (fortnightly)** Taxable $44.30 $51.50Full 50 plus (fortnightly)** Taxable $39.00 $40.46

Multi-Sport (fortnightly)** Taxable $54.00 $54.00

Multi-Sport Concession (fortnightly)** Taxable $25.90 $27.00Multi-Sport Student (fortnightly)** Taxable $45.30 $47.10Corporate (fortnightly)** Taxable $38.90 $40.50Junior Gym (fortnightly)** Taxable $20.90 $21.70Two Week Trial Taxable $62.00 $64.50Program ClassesGroup Fitness Taxable $15.00 $16.00Group Fitness (Concession) Taxable $7.00 $8.00GymGym, Swim, Spa, Sauna & Steam Taxable $23.50 $24.40Gym Concession Taxable $11.50 $12.2010 x Gym, Swim, Spa, Sauna & Steam, Locker Taxable $200.00 $219.6010 x Gym, Swim, Spa, Sauna & Steam, Locker Concession Taxable $100.00 $109.80

LLLS Casual Fee Taxable $7.20 $7.5010 x LLLS Locker Taxable $72.00 $75.0010 x LLLS Casual Fee Concession Taxable $35.00 $37.5025 x LLLS Casual Taxable $180.00 $187.50LLLS Joining Fee Taxable $39.10 $43.00Gym over 60's Taxable $5.00 $5.20



Proposed Fees and ChargesPersonal Training½ hr (Casual) Taxable $54.00 $56.201 hr (Member) Taxable $70.00 $72.8010 Visit Pass Member – ½ Hr Taxable $425.10 $442.1010 Visit Pass Member – 1 Hr Taxable $630.00 $655.20Tennis Courts (Per Hour)Peak Taxable $26.80 $27.90Off Peak Taxable $22.50 $23.40Peak Concession Taxable $13.70 $13.95Off Peak Concession Taxable $11.00 $11.70Member Peak (Member) Taxable $20.50 $21.30Member Off Peak (Member) Taxable $15.30 $15.90CrècheCrèche Casual GST Free $5.70 $5.90Crèche Member GST Free $5.50 $5.70Concession GST Free $2.70 $2.9510 Crèche GST Free $55.40 $57.6025 Crèche GST Free $138.80 $144.40Swim Lessons

NEW: Start Up Fee (All Aquatic Programs) Taxable New Fee $30.00

Swim Lessons Child - per lesson GST Free $14.00 $15.50Child - Concession per lesson GST Free $6.50 $7.75One on One Lessons Taxable $47.00 $50.00NEW: Two on One Lessons Taxable New Fee $90.00Swim Lesson Child Fortnightly Debit** GST Free $22.00 $24.44Swim Lesson Child - Concession Fortnightly Debit** GST Free $10.50 $12.22School Lessons GST Free $7.80 $8.00School Lessons Concession GST Free $3.80 $4.00School Lane Hire Taxable $47.10 $49.00District Squad (fortnightly)** GST Free $24.00 $26.16Pre-State Squad (fortnightly)** GST Free $35.00 $38.15State Squad (fortnightly)** GST Free $45.00 $49.05National Squad (fortnightly)** GST Free $52.00 $56.68District Squad Concession (fortnightly)** GST Free $12.00 $13.08Pre-State Squad Concession (fortnightly)** GST Free $16.00 $19.08State Squad Concession (fortnightly)** GST Free $20.00 $24.53Programs - Myotherapy½ hr (Member) Taxable $46.00 $47.80½ hr (Casual) Taxable $55.00 $57.201 hr (Member) Taxable $83.00 $86.301 hr (Casual) Taxable $95.00 $98.80Multi-Sport Programs



Proposed Fees and ChargesSquads Taxable $15.00 $16.00Squads - Concession Taxable $6.60 $8.0010 x Squads Taxable $135.00 $144.0010 x Squads – Concession Taxable $60.80 $72.00

MD Swim Squad (fortnightly)** Taxable $54.00 $54.00

Two Week Trial Taxable $74.10 $77.10Two Week Trial HD Concession Taxable $30.00 $38.55MiscellaneousReplacement Card Taxable No Charge No ChargeLost Locker Key Taxable $9.40 $9.80Shower Taxable $3.40 $3.50BURNLEY GOLF COURSE9 Holes - Adult Taxable $18.50 $19.209 Holes - Concession/Junior Taxable $13.60 $14.1018 Holes - Adult Taxable $23.90 $24.9018 Holes - Concession/Junior Taxable $18.20 $18.90

1 Hour Lesson Taxable $113.00 $113.00

1/2 Hour Lesson Taxable $55.80 $55.80

6 Lesson Voucher Taxable $278.50 $278.50

Clinic Taxable $113.00 $113.00

Mini Clinic Taxable $20.00 $20.00

Twilight Taxable $0.00 $0.00

Buggy Hire Taxable $5.00 $5.00

9 Hole Cart Hire Taxable $24.90 $25.909 Hole Single Cart Hire Taxable $17.00 $17.7018 Hole Cart Hire Taxable $41.30 $43.0018 Hole Single Cart Hire Taxable $28.00 $29.10Practice Fees Taxable $3.50 $3.60Competition Fees Taxable $4.00 $4.00Hire Set Taxable $13.70 $14.20ENGINEERING PLANNINGTraffic Surveys (counts) - classified counts GST Free $105.00 $109.50Parking signs - sign changes Taxable $178.00 $185.00Drainage Fees (Levy)Area of Development:0 - 400m² GST Free $11.20 $11.50



Proposed Fees and Charges401 - 500m² GST Free $14.20 $15.00501 - 600m² GST Free $18.60 $19.00601 - 700m² GST Free $20.00 $20.50701 - 800m² GST Free $21.50 $22.50801 - 900m² GST Free $23.00 $24.00901 - 1000m² GST Free $24.40 $25.001001m² + (negotiable fee) GST Free $24.40 $25.00WASTE MANAGEMENTCompost Bins 220lt BMW Taxable $29.00 $31.00Hungry Bin Taxable $259.00 $270.00Worm Farms RELN Taxable $76.00 $79.00Worm Farms BMW Taxable $46.00 $48.00Garbage 80lt MGB GST Free $75.00 $105.00Garbage 120lt MGB GST Free $110.00 $140.00Garbage 240lt MGB GST Free $220.00 $255.00Residential (and Multi-Unit Developments per unit/apartment) MRB 120lt plus 80lt MGB GST Free $75.00 $175.00

Commercial Mobile Recycling Bin 120lt GST Free $75.00 $105.00Commercial Mobile Recycling Bin 240lt GST Free $75.00 $105.00Relocation of Street Litter Bins Taxable $345.00 $450.00Commercial Mobile Recycling Bin 240lt plus 240lt Waste Bin GST Free $220.00 $255.00

Green Mobile Garbage Bin (GMGB) GST Free $100.00 $104.00

*Denotes Statutory Fee


Appendix BBudget processes

This section lists the budget processes to be undertaken in order to adopt the Budget in accordance with the Local Government Act 1989 (the Act) and Local Government (Planning and Reporting) Regulations 2014 (the Regulations).

Under the Act, Council is required to prepare and adopt an annual budget for each financial year. The budget is required to include certain information about the rates and charges that Council intends to levy as well as a range of other information required by the Regulations which support the Act.

The 2016/17 budget, which is included in this report, is for the year 1 July 2016 to 30 June 2017 and is prepared in accordance with the Act and Regulations. The budget includes financial statements being a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, and Statement of Capital Works. These statements have been prepared for the year ending 30 June 2017 in accordance with the Act and Regulations, and consistent with the annual financial statements which are prepared in accordance with Australian Accounting Standards and the Local Government Model Accounts. The budget also includes information about the rates and charges to be levied, the capital works program to be undertaken, the human resources required, and other financial information Council requires in order to make an informed decision about the adoption of the budget.

A ‘proposed’ budget is prepared in accordance with the Act and submitted to Council in April for approval ’in principle’. Council is then required to give ’public notice’ that it intends to ’adopt’ the budget. It must give 28 days’ notice of its intention to adopt the proposed budget and make the budget available for inspection at its offices and on its web site. A person has a right to make a submission on any proposal contained in the budget and any submission must be considered before adoption of the budget by Council.

With the introduction of the State Governments Rate Capping legislation in 2015 Councils are now unable to determine the level of rate increase and instead must use a maximum rate increase determined by the Minister for Local Government which is announced in December for application in the following financial year.

If a Council wishes to seek a rate increase above the maximum allowable it must submit a rate variation submission to the Essential Services Commission (ESC). The ESC will determine whether the rate increase variation submission has been successful by 31 May. In many cases this will require Councils to undertake ‘public notice’ on two separate proposed budgets simultaneously, i.e. the Ministers maximum rate increase and the Council’s required rate increase.

The final step is for Council to adopt the budget after receiving and considering any submissions from interested parties. The budget is required to be adopted by 30 June and a copy submitted to the Minister within 28 days after adoption.


The key dates for the budget process are summarised below:

Budget process Timing1. Minister of Local Government announces maximum rate increase2. Officers update Council's long term financial projections

Dec

3.Council to advise ESC if it intends to make a rate variation submission Jan/Feb

4. Council submits formal rate variation submission to ESC Mar

5. Proposed budget submitted to Council for approval Apr

6. ESC advises whether rate variation submission is successful Apr/May

7. Public notice advising intention to adopt budget Apr/May

8. Budget available for public inspection and comment Apr/May

9. Public submission process undertaken Apr/May

10. Submissions period closes (28 days) May

11. Submissions considered by Council May

12. Budget and submissions presented to Council for adoption Jun

13. Copy of adopted budget submitted to the Minister Jul

14. Revised budget where a material change has arisen


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